UNIT I - LEADERSHIP

AILYN BRILLO PINEDA, RN

LEADERSHIP
 Is a social influence or a person’s ability
to move other people to act
 Influence processes involving
determination of the group’s or
organization’s objectives
 Motivating task behavior in pursuit of
these objectives, and
 Influencing group maintenance and
culture
LEADER

L – LEAD, LOVE, LEARN

 E – ENTHUSIASTIC, ENERGETIC
 A – ASSERTIVE, ACHIEVER
 D – DEDICATED, DESIROUS
 E – EFFICIENT AND EFFECTIVE
 R – RESPONSIBLE, RESPECTFUL
Elements of Leadership

 VISION
 INFLUENCE
 POWER
 AUTHORITY
 RESPONSIBILITY
 ACCOUNTABILITY
VISION

 Provides direction to the influence

process.
 For leadership to occur, leaders must
communicate the vision the their
followers in such a way that the
followers adopt the vision as their own
 It is essential for organizational
effectiveness and success
INFLUENCE

 Ability to obtain followers, compliance

or request
 It is a skill that can be developed , and
is one of a major components of the
power triangle
KINDS OF INFLUENCE

 ASSERTIVENESS
 INGRATATION
 RATIONALITY
 BLOCKING
 COALITION
 SANCTION
 EXCHANGE
 UPWARD APPEAL
POWER
 Ability to efficiently
and effectively
exercise authority
and control through
personal,
organizational and
social strength
 Ability to impose
the will of one
person or group to
bring about certain
behaviors in other
groups or persons
Sources of POWER

Reward power: Coercive

based on the power: ability to
inducements punish
in exchange for Source: fear
cooperation e.g. withholding
Source: ability to pay rises &
promotion,
grant favor withdrawing
e.g. pay, friendship,
promotion, formal
recognition, reprimands, lay
 Legitimate Expert power:
power: based on competence,
leader's
position special
Source: position knowledge or
expertise in a
Referent given area.
power: based on Source:
respect,
respect
attractiveness, knowledge &
reputation, or skills
charisma
Source:
Association with
 Informational  Connection
Power: based power: based
on access to on links to
valued data influential or
Source: the prestigious
need for persons
information to
accomplish a
goal
AUTHORITY

 Represents the right to expect or

secure compliance
 Authority is backed by legitimacy
FORMS OF AUTHORITY

 Line Authority – is direct supervisory

authority from superior to subordinate.
a. Chain of Command
b. Unity of Command
c. Span of Control

 Staff
Authority
 Team Authority
RESPONSIBILITY

 Corresponding obligation and

accountability for all actions done
 Ability to do assigned task
 Responsibilities fall into 2 categories:
individual and organizational
ACCOUNTABILITY

 Is answering for the result of one’s

actions or omissions.
 It is a form of reckoning, where one
accepts the consequences of their
decisions, good or bad
LEADERS
Formal Leaders

 Appointed, elected or designated,

deliberately chosen by the
administration and given authority to
act

 Example : head nurse, unit manager,

supervisor
Informal Leaders

 Does not have the official sanction to

direct the activities of others
 Chosen because of age, seniority,
special competence and inviting
personality
 Autocratic or Authoritarian

 Democratic or Participative

 Bureaucratic

 Laissez-Faire, Permissive or
Free reign
Leadership Styles

 Leadership style is the manner and

approach of providing direction,
implementing plans, and motivating
people. Kurt Lewin (1939) led a group
of researchers to identify different
styles of leadership.
AUTHORITARIAN
(AUTOCRATIC)

I want both of you to. . .

AUTHORITARIAN(AUTOCRATIC

)This style is used when leaders tell their employees
what they want done and how they want it
accomplished, without getting the advice of their
followers. Some of the appropriate conditions to use it is
when you have all the information to solve the problem,
you are short on time, and your employees are well
motivated.
 Some people tend to think of this style as a vehicle for
yelling, using demeaning language, and leading by
threats and abusing their power. This is not the
authoritarian style, rather it is an abusive,
unprofessional style called bossing people around. It
has no place in a leader's repertoire.
 The authoritarian style should normally only be used on
rare occasions. If you have the time and want to gain
more commitment and motivation from your
employees, then you should use the participative style.
Autocratic or
Authoritarian
Leadership
Style: Style
Leader
Decision is Characteristics:
made Concerns with
WITHOUT ANY
FORM OF TASK
CONSULTAION ACCOMPLISHMENT
Rely on rather than
threats and relationships
punishment to Uses DIRECTIVE
influence
employees behavior
Do NOT Exercises POWER
TRUST with COERSION
Autocratic or
Authoritarian
INEFFECTIVE StyleEFFECTIVE when:
Leadership
when Employees do
subordinates: not respond to
become any other
tense, fearful, leadership style
or resentful There is high-
expect to
volume
have their
opinions production
heard There is limited
have low time to make a
morale, high decision
 PARTICIPATIVE (DEMOCRATIC)

Let's work together to solve this. . .

PARTICIPATIVE (DEMOCRATIC)
 This style involves the leader including one
or more employees in the decision making
process (determining what to do and how to
do it). However, the leader maintains the
final decision making authority. Using this
style is not a sign of weakness, rather it is a
sign of strength that your employees will
respect.
 This is normally used when you have part of
the information, and your employees have
other parts. Note that a leader is not
expected to know everything -- this is why
you employ knowledgeable and skillful
employees. Using this style is of mutual
benefit -- it allows them to become part of
the team and allows you to make better
Participative/Democr
atic Leadership Style
also known as consultation,
empowerment, joint decision-
making, democratic leadership,
Management By Objective (MBO)
and power-sharing.
Participative/Democr
atic Leadership Style

Leader Characteristics:
Concerns with human
relations & teamwork
Fosters open & two-
way communication
Recognizes and
encourages
achievement
Bureaucratic
Leadership Style
Style:
Leader
Everything is Characteristics:
done according manages
to procedure or
“by the book”
policy
Exercises power by
exercising fixed
rules
Tends to relate
impersonally to
LAISSEZ FAIRE (DELEGATIVE)

You two take care of the problem while I go…

LAISSEZ FAIRE (DELEGATIVE)
 In this style, the leader allows the employees
to make the decisions. However, the leader is
still responsible for the decisions that are
made. This is used when employees are able
to analyze the situation and determine what
needs to be done and how to do it. You
cannot do everything! You must set priorities
and delegate certain tasks.
 This is not a style to use so that you can
blame others when things go wrong, rather
this is a style to be used when you fully trust
and confidence in the people below you. Do
not be afraid to use it, however, use it
wisely!
Laissez Faire
Leadership Style

•A.K.A. “hands-off”
• little or no direction
•followers have all freedom and
authority
•subordinates determine goals,
make decisions, and resolve
problems on their own.
Laissez Faire
Leadership Style
EFFECTIVE INEFFECTIVE when…
when •It makes
EMPLOYEES employees feel
are:
highly insecure at the
skilled, unavailability
experienced, of a manager.
and •Leaders are
educated. ungrateful
trustworthy
Utilizing
Nursing Leadership Theories
 Great Man Theory
 Trait Theory
 Individual Character Theory
 Behavioral Theories – Kurt Lewin, Chris
Argyris, Alvin Toffler, Rensis Likert,
Robert R. Blake
 Situational or Contingency Theories –
Paul Hershey& Kenneth Blanchard, Fred
Fiedler, Victor Harold Vroom and
Yetton, Robert House
Nursing Leadership Theories

 TransactionalLeadership Style
 Transformational Leadership
 Servant Leadership – Robert Greenleaf
GREAT MAN THEORY

 This theory assumes that the capacity

for leadership is inherent, that great
leaders are born not made
 These theories portray great leaders as
heroic, mythic and destined to rise
leadership when needed
 Traits
that are related to leadership
effectiveness:
 Intelligence traits - knowledge,
judgment, decisiveness.
 Personality traits - adaptability,
creativity, integrity, etc.
 Ability traits – ability to enlist
cooperation, popularity, prestige,
etc.
According to this theory, leaders are gifted
with certain qualities that developed and
show in their ability to get along with
people, persuade them in the course of
action, have forceful personalities, posses
integrity, and are efficient in their work.
 concerned with what leaders to
and act than who the leader is
Actions of the leaders and not
their mental qualities or traits
make them leaders
‘great leaders are made not
born’
BEHAVIORAL THEORIES

 KURT LEWIN – proposed that workers

behavior is influenced by interactions
between the personality, the structure
of the primary work group, and the
socio-technical workplace
 Leadership styles – authoritarian,
democratic and laissez- faire
 Developed “Field Theory of Human
Behavior”
Kurt Lewin

 He proposed that change undergoes 3

stages: unfreezing, change occurs, re-
freezing
Chris Argyris

 Organizational psychologist sought to

study the way people in the
organization act and react with each
other
 He explains the patterns of reasoning
that explains one’s behavior
 He developed the concepts: Ladder of
Inference and Double Loop Learning
Alvin Toffler
 He is a futurist known for his works
discussing the digital revolution,
communications revolution, corporate
revolution and technological singularity
 He categorized changes in cultural behavior
and civilization in terms of ‘waves’
 He believed that the 3rd wave will be using
new medical technologies from self-diagnosis
to instant analysis of ailments to self
administered therapies delivered by
nanotech instead of doctors and nurses
Rensis Likert

 He developed Likert Scales and Linking

Pin Model
 He also developed an Organizational
Design
 He identify 4 main styles of leadership
called the Four (4) Systems Approach
Robert R. Blake and Jane
Mouton
 Developed the Managerial Grid Model
which attempt to conceptualize
management in terms of relations and
leadership
 They characterized 5 leadership styles
according to two dimensions: concern
for task or production and concern for
people
 The Major Leadership Grid Styles
1,1        Impoverished management. Often referred to as Laissez-faire leadership.
Leaders in this position have little concern for people or productivity, avoid taking sides, and
stay out of conflicts. They do just enough to get by.
1,9        Country Club management. Managers in this position have great concern for
people and little concern for production. They try to avoid conflicts and concentrate on
being well liked. To them the task is less important than good interpersonal relations. Their
goal is to keep people happy. (This is a soft Theory X approach and not a sound human
relations approach.)
9,1        Authority-Compliance. Managers in this position have great concern for
production and little concern for people. They desire tight control in order to get tasks done
efficiently. They consider creativity and human relations to be unnecessary.
5,5        Organization Man Management. Often termed middle-of-the-road leadership.
Leaders in this position have medium concern for people and production. They attempt to
balance their concern for both people and production, but they are not committed.
9+9      Paternalistic “father knows best” management. A style in which reward is
promised for compliance and punishment threatened for non-compliance
Opp  Opportunistic “what’s in it for me” management.  In which the style utilized
depends on which style the leader feels will return him or her the greatest self-benefit.
9,9        Team Management. This style of leadership is considered to be ideal. Such
managers have great concern for both people and production. They work to motivate
employees to reach their highest levels of accomplishment. They are flexible and
responsive to change, and they understand the need to change.
Situational or Contingency
Theory
 Paul Hershey and Kenneth Blanchard
- Leaders should adapt their style to
follower development style (or
‘maturity’) based on how ready and
willing the follower is to perform
required tasks.
- He identified 4 leadership styles (S1
to S4) that match development levels
Situational Leadership Theory
Leadership StylesDevelopment
S1: Directing Levels
Leaders D1: Low
Competence,
S2: Coaching High Commitment
Leaders D2: Some
Competence, Low
S3: Supporting Commitment
Leaders D3: High
Competence,
S4: Delegating Variable
Fred Fiedler

 Developed his theory on the premise

that leaders’ personal characteristics
are stable, and so is the leadership
style
 “Fiedler Contingency Model” is a
leadership theory that moved from
research of traits and personal
characteristics of leaders to leadership
styles and behaviors
Fielder’s Contingency Model
In this model leadership is effective when the leader’s style is appropriate to the
situation, as determined by three principal factors:

1.       Leader-member relations: The nature of the interpersonal

relationship between leader and follower, expressed in terms of good
through poor, with qualifying modifiers attached as necessary. It is
obvious that the leader’s personality and the personalities of
subordinates play important roles in this variable.

2.       Task structure: The nature of the subordinate’s task, described

as structured or unstructured, associated with the amount of creative
freedom allowed the subordinate to accomplish the task, and how the
task is defined.

3.       Position power: The degree to which the position itself enables

the leader to get the group members to comply with and accept his or
her direction and leadership
Victor Harold Vroom and
Yetton
 Suggested that the selection of a
leadership style will determine
decision-making
 Vroom’s participative model provides a
set rules or norms that determine how
participatory a leader should be when
making decisions
Robert House
 He proposed the Path Goal Theory of
Leadership
 He said that leader can affect the
performance , satisfaction, and motivation of
a group through rewards, clarification of
paths to goals and removal of obstacles in
work performance
 Directive leadership, supportive leadership,
participative leadership, achievement-
oriented leadership
 PATH GOAL THEORY
1.       Directive Leadership: The leader explains the
performance goal and provides specific rules and
regulations to guide subordinates toward achieving it.
2.       Supportive Leadership: The leader displays
personal concern for subordinates. This includes being
friendly to subordinates and sensitive to their needs.
3.       Achievement-oriented Leadership: The leader
emphasizes the achievement of difficult tasks and the
importance of excellent performance and simultaneously
displays confidence that subordinates will perform well.
4.       Participative Leadership: The leader consults with
subordinates about work, task goals, and paths to resolve
goals. This leadership style involves sharing information as
well as consulting with subordinates before making
decisions.
Contemporary Leadership
Theories
 Transactional Leadership Style
- the leader motivates the followers by
appealing to their own self-interest
- MOTIVATE by means of EXCHANGE process
 Encompasses 4 types of behavior:
 Contingent reward
 Management by Exception
 Active Management by Exception
 Laissez- Faire Leadership
Transformational Leadership

 The most effective leadership behavior

to achieve long term success and
improved performance
 Transformational leaders are highly
visible and spend a lot of time
communicating
Servant Leadership

 Endure misunderstanding and suffering

instead of seeking honor and glory
 Show initiative when people are
apathetic
 Forge ahead so it will be easy to drift
with the tide
Robert Greenleaf

 He coined the term ‘servant leadership’

 Emphasizes the role of the leader as
STEWARD of the resources
 ‘ A true servant leader is a servant
first’
 Describing Filipino styles of leadership could
be very difficult and serious task. Most
writers and researchers termed it as
dynamic, not static, because the Philippine
society is constantly under various
pressures where changes are inevitable.

 Soriano (1973) informed that the

paternalistic style and the more professional
style of leadership and management will
continue to exist side by side in the
Philippines: the first can be termed as
and the latter, democratic style of
leadership. He believed that in the long
run, a blend of the two will eventually
emerge i.e. a Filipino managerial pool
that practices benevolence but at the
same time solidly based on
professional competence will be guided
by a well- honored sense of social
responsibility.
Leadership vs.
Management
Leader
Manager

Officially appointed
May or may not  Vested with power
have official and authority by the
appointment to the organization
position  Implements
Vested with power predetermined goals,
and authority by policies, rules and
the group regulations
Influence others 
Measures the risks to
towards goal be taken in line with
setting the expected results
Interested in risk 
Relates to people
taking and accdg to their roles
exploring new  Feels rewarded when
ideas accomplishing
Relates to people organizational
   
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
 
 
UNIT 2 - MANAGEMENT

AILYN B. PINEDA
The manipulation of people,
the environment, money, time, and
other resources to reach
organizational goals
To forecast and plan, to organize and
to command, to coordinate, and to
control (Fayol)
The creation of an internal
environment in an enterprise in which
• A series of systematic, sequential,
or instances of overlapping steps
directed toward the achievement
of organizational goals and
objectives.
• Is a process of integrating various
parts of an organization into a
working whole in order to
 Scientific management
 Bureaucracy
 Human relations
 Theory of motivation – Hygiene
 Theory X and theory Y
 Theory Z
 TQM
 Refersto a type of management that
characterized and guided by the
application of scientific approaches
to solve managerial problems in the
business & industry.
FATHER OF SCIENTIFIC MANAGEMENT
Frederic W. Taylor (1856 – 1915)

 Frederic W. Taylor was an engineer who

introduced precise procedures founded
on systematic investigations of specific
situation. He viewed the organization as
a machine to be run efficiently to
increase production. Taylor believed that
various management problems could be
solved by applying the methods of
science.
Taylor also forwarded specific
principles of scientific management
of human resources. These
principles maybe presented as
follows:
 There is a necessity to apply science in the
development of each job, to replace the old
rule-of-thumb method.

 There should be scientific selection, training,

and development of workmen in order to
achieve optimum efficiency.
 There should be adequate compensation of the
workmen according to his accomplishment and
friendly cooperation between management and
workers to make sure that the work being done
is in conformity with sound principles of
scientific management and human relations.

 There should be equitable division of work and

responsibilities between management and
workmen, giving everyone the functions for
which he is best suited, and as such,
preserving his own individuality in the exercise
a. Formality a. Memoranda &
b. Low autonomy minutes
c. A climate of b. Centralization
rules & c. Controls
conventionality d. Emphasis on high
d. Division of labor level of efficiency
e. Specialization and production
f. Standardized
procedures ( Swansburg, 1990 )
ADVANTAGES

3. Competent and DISADVANTAGES

responsible employees are
produced. 3. Complaints about red
4. Employees perform by tape are frequently
uniform rules and heard and experienced.
conventions. 4. Procedural delays are
5. Employees are observable.
accountable to one 5. General frustrations
manager who is in among employees and
authority. clients are inevitable.
6. They maintain social
distance with supervisor
and clients.
7. Favoritism is reduced and
 Refers to the integration of people into
work situation in a way that motivates
them to work productively, cooperatively,
and with economic, psychological, and
social satisfaction. (Andres, 1989)

 Signifiesthe individual worker as the

source of control, motivation and
productivity in organizations. (Heidenthal,
Achievement Salary
Recognition Supervision
Work Job Security
Responsibility Positive working
Advancement conditions
Personal life
Possibility of growth Interpersonal
relationships
Company policy
Status
Theory X and theory Y
Douglas McGregor
Theory Y
Physical and mental
Theory X effort are as natural
Assumptions: as play or rest
Average person has Man will exercise self-
an inherent dislike of direction for
work objectives to which he
People must be is committed
coerced, controlled, Commitment to
directed, objectives is a
threatened with function of reward
punishment Average person
Average person learns to accept
prefers to be and seek
directed, and wishes responsibility
Expanded Theory Y to support
democratic leadership
Seeks to establish a long-term
employment culture within the
organization (job security, quality
circles, strong bonds between
superiors & subordinates).
Uses collective/ consensus decision
making as much as possible.
Characteristics of Type Z organizations
are as follows:

a)Long – term (lifetime) employment

b)Slowed down rates of evaluation & promotion
c)More implicit and less formalized control
system
d)Personal concern for the employee
e)Cross- functional rotation
f) Some degree of participative consensual
 emphasized that a well-managed
organization was one in which statistical
control reduced variability and resulted
in uniform quality and predictable
quantity of output.

Is known today as a philosophy of

management that is driven by customer
needs and expectations.
Focus on the customer – the customer
includes not only outsiders who buy the
organization’s product or services (nursing
services), but also internal customers like
accounts payable personnel, who interact
with and serve others in the organization.

Continuous improvement – TQM is a

commitment to never being satisfied. Very
good is not enough. Quality can be always
Improves the quality of everything the
organization does – TQM uses a very broad
definition of quality. It relates not only to the
final product but also to how the organization
handles deliveries, how rapid it responds to.

Measures accurately – TQM uses statistical

techniques to measure every critical variable
in the organization’s operations. These are
compared to standards to identify problems,
trace them to their roots, and eliminate their
Involves employees – TQM involves
people in the line in the improvement
process. Teams are widely used in TQM
programs for finding and solving
problems