2 Leadership Theories

Keys to Effective
Leadership
and Management
Objectives
Define leadership and management

Distinguish between leadership and
management
Discuss the qualities and behaviors that
contribute to effective leadership
Discuss the qualities and behaviors that
contribute to effective management
Today, all nurses are managers

Must deal with other staff who work with
them
Must know what motivates people
Must be able to collaborate with others,
both as leaders and as members of the
team
Need to be confident in their ability to be
leaders and managers
3
Leadership
is the ability to
influence other people
The
Definition
Leadership and
Management
5
A Leadership Story:
A group of workers and their leaders are set a task

of clearing a road through a dense jungle on a
remote island to get to the coast where an estuary
provides a perfect site for a port.
The leaders organise the labour into efficient units
and monitor the distribution and use of capital
assets progress is excellent. The leaders continue
to monitor and evaluate progress, making
adjustments along the way to ensure the progress is
maintained and efficiency increased wherever
possible.
Then, one day amidst all the hustle and bustle and
activity, one person climbs up a nearby tree. The
person surveys the scene from the top of the tree.
6
A Leadership Story:
And shouts down to the assembled group

below
Wrong Way!
(Story adapted from Stephen Covey (2004) The Seven Habits of Highly Effective
People Simon & Schuster).
Management
is doing things right,

leadership is doing the right things
(Warren Bennis and Peter Drucker)
LEADERSHIP
Covey defined a leader as one who enables people to

work more effectively together in a state of
interdependence.
Bryman influence, groups, and goal (involves
influencing other people, usually in some type of group,
to work toward the achievement of the groups goals ).
Max DePree defined it as liberating people to do what
is required of them in the most effective and humane
way possible.
8
nursing leader
inspires others to work
toward a goal.
According to Covey,
managers
Effective
are able
to elicit from each employee his or her
deepest commitment, continued loyalty,
finest creativity, consistent excellent
productivity, and maximum potential
contribution toward continuous
improvement of process, product, and
service.
10
In 1916, Henri Fayol defined

management as:
Planning
Organizing
Commanding
Coordinating
Controlling the work of a given set of
employees
11
management
Mitzberg (1989) said Fayols lists did not really
describe what managers do..
They do whatever is necessary to make sure
that employees do their work and do it well.
This includes interpersonal, informational and
decisional actions.
12
Are you ready to be a leader or

manager?
new graduates should not be given managerial
responsibility under most circumstances, they
time to develop their own clinical skills, breadth
and depth of their experience
ON THE OTHER HAND
new graduates can function as leaders within
their new nursing roles.
13
The Differences Between

Leadership and Management
Managers
have formal authority to direct

the work of a given set of employees
Managers are formally responsible for
the quality and cost of that work
Neither is necessary to be a leader
On the other hand, to be an effective
manager, you need to be a good leader.
14
You do not have to be a manager to be a

leader.
Managers control aspect of the

environment such as resources, time and
money
Management positions may be assigned

with a management position, comes power
15
Differences Between:
Leadership Management
Based on influence and Based on authority and

shared meaning
influence
An informal role
An achieved position
Part of every nurses
responsibility
Independent of
management
A formally designated role

An assigned position
Usually responsible for
budgets, hiring, and firing
people
Improved by the use of
effective leadership skills
16
What Makes a
Person a
Leader?
17
Leadership
18
Types of Leadership Style
19
Types of Leadership Style Autocratic:

(Authoritarian, Directive, Controlling)
Leader makes decisions without reference to

anyone else
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of business
where decisions need to be made quickly and
decisively
20

(Authoritarian, Directive,
Controlling)
Assumes individuals are motivated by external
forces; therefore leader makes all the decisions
Gives orders
Makes decisions for the group as a whole
Bears most of the responsibility for the
outcomes
21

(Authoritarian, Directive, Controlling)
this is an efficient way to run things,

it usually stifles creativity
may inhibit motivation,
may be either punitive or benign
22

Democratic (Participative)
Encourages decision making
from different perspectives leadership
may be emphasised throughout
the organisation
Consultative: process of consultation before

decisions are taken
Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct
23

May help motivation and involvement

Workers feel ownership of the firm and its
ideas
Improves the sharing of ideas
and experiences within the business
Can delay decision making
24

Assumes individuals are motivated by internal forces,
leader uses participation and majority rule to get work
done
Shares the planning, decision making and
responsibility for the outcomes with other members of

the group
Often a less efficient way to run things,

25

More flexible and more likely to foster motivation
and creativity
Open, trusting environments encourages one to
seek new skills
Characterized by guidance rather than control
Concerned with teamwork
Fosters open communication
Creates a spirit of collaboration
26

Laissez-Faire (Permissive, nondirective)
(let it alone)
Let it be the leadership responsibilities

are shared by all
Can be very useful in businesses
where creative ideas are important
Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
27

(let it alone)
Assumes
individuals are motivated by internal forces

and should be left alone to complete work; leader
provides no direction or facilitation
Leader does very little planning or decision making
and fails to encourage others to participate in either
Is a lack of leadership
28

(let it alone)
Leaves people feeling confused and frustrated

because there is no goal, no guidance, and no
direction
Some mature individuals enjoy laissez-faire
leadership because they need little guidance
Has few established policies
29
Types of Leadership Style Paternalistic
Leader acts as a father figure

Paternalistic leader makes decision but
may consult
Believes in the need to support staff
30
Pavitt summed up the difference

between these styles nicely
a democratic leader attempts to move the

group toward its goals,
an autocratic leader attempts to move the

group toward the leaders goals,
a laissezfaire leader makes no attempt to

move the group
31
Authoritarian
Democratic
Laissez-Faire
Degree of
freedom
Little freedom
Moderate
freedom
Much freedom
Degree of
control
High control
Moderate
control
Little control
Decision
making
By the leader
Leader and
group together
By the group or
by no one
Leader activity
level
High
High
Minimal
Assumption of
responsibility
Leader
Shared
Abdicated
Output of the
group
High quantity,
good quality
Creative, high
quality
Variable, may
be poor
Efficiency
Very efficient
Less efficient
than
quality
32
The most effective leader is able to
balance tasks and relationships of working

together
Some emphasize tasks, other relationships
33
Change Leadership
34
Change Leadership
The most challenging aspect of business is

leading and managing change
The business environment is subject to fastpaced economic and social change
Modern business must adapt
and be flexible to survive
Problems in leading change stem mainly from
human resource management
35
Change Leadership
Self-esteem
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their
own personal situation.
3
1
1. Immobilisation
as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief
so much so that they
deem it worthy of
doing nothing.
4. Acceptance/letting go:
The lowest point in selfesteem finally sees people
starting to accept the
inevitable. Fear of the
Time
future is a feature of this
stage.
36
Change Leadership
Self-esteem
6. Search for meaning:

Individuals begin to work
with the change and see
how they might be able to
make the change work for
them self esteem begins
to rise.
2
6
3
1
5
7. Internalisation:
the change is
understood and
adopted within the
individuals own
understanding they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
Time
to see how they might
work with the change.
37
Leadership
Theories
38
Theories of Leadership
39
Leadership Theories
Many opinions how one becomes a leader

No theory is clear provides the single best answer
to the question: What makes a person a leader?
We are not born to be leaders
Trait, behavioral and contingency theories
represent conventional approaches to leadership
and have provided important foundations for
leadership. We also have contemporary theories
40
May depend on:
Type of staff
History of the business
Culture of the business
Quality of the relationships
Nature of the changes needed
Accepted norms within the institution
41
Trait Theories
(concerned with what a leader is)
Leaders are born, not made.
Intelligence
Initiative
Excellent interpersonal skills
High self-esteem
Creativity
Willingness to take risks
Ability to tolerate the consequences of
taking risks
42
Trait Theories
Is there a set of characteristics

that determine a good leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?
43
Trait Theories
Are such characteristics

inherently gender biased?
Do such characteristics
produce good leaders?
Is leadership more than
just bringing about change?
Does this imply that leaders are born not bred?
44
Behavioural Theories
(concerned with hat the leader does)
Imply that leaders can be trained focus on the

way of doing things
Structure based behavioural theories focus on the

leader instituting structures task orientated
Relationship based behavioural theories focus on the
development and maintenance of relationships process
orientated
45
Behavioural Theories
Type of Leadership Style used by the person
Authoritarian
Democratic
Laissex-faire
46
Contingency (Situational)
Theories
These
theories recognize the

complexity of work situations and
encourage the leader to consider
a number of factors when
deciding what action to take
47
Theories
Leadership as being more flexible different

leadership styles used at different times
depending on the circumstance.
Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts
48
Theories
suggest managers adapt their leadership
styles in relation to changing situations
May range from authoritarian to
permissive and vary in relation to current
needs and future probabilities
49
Contemporary
Theories
50
Trait, behavioral, and contingency theories

leadership and have provided important
foundations for leadership
Quantum leadership is based on the
concept that reality is a set of relationships
expressed at varying and continuously
changing levels of complexity
Charismatic Leadership
Transactional and transformational
Leadership
Connective Leadership
51
Charismatic Leadership
Leadership
based on valued
personal characteristics and
beliefs
52
Transformational
Recognized process as very complex
Something was missing:
Recognized inspiration and vision as
outstanding features
People need a sense of mission that goes
beyond good interpersonal relationships
or the appropriate reward for a job well
done
Goals should become fused, creating
unity, wholeness, and a collective purpose
53
Transformational
Widespread changes
to a business or organisation
Requires:
Long term strategic planning

Clear objectives
Clear vision
Leading by example walk the walk
Efficiency of systems and processes
54
Transactional Theories
A leadership style based on principles of

social exchange theory in which social
interaction between leaders and followers is
essentially economic and success is
achieved when needs are met, loyalty is
enhanced, and work performance is
enhanced
55
Transactional Theories
Focus on the management of the organisation

Focus on procedures and efficiency
Focus on working to rules and contracts
Managing current issues and problems
56
Connective Theories
A leadership style that values collaboration

and teamwork;
interpersonal skills are used to promote
collegiality in achieving organizational goals
57
Invitational Theories
Improving the atmosphere and message sent out by the

organisation
Focus on reducing negative messages
sent out through the everyday actions of the business
both externally and, crucially, internally
Review internal processes to reduce these
Build relationships and sense of belonging and identity
with the organisation
that gets communicated to customers, etc.
58
Qualities of Effective
Leaders
Effective leadership is defined as the

accomplishment of the goals shared by
leader and followers.
Integrity
Courage
Initiative
Energy
Optimism
Perseverance
Balance
Ability to Handle
Stress
Self-Awareness
59
Leaders
Integrity.
Integrity is expected of healthcare professionals. Our
clients, colleagues, and employers all expect nurses
to be honest, law-abiding, and trustworthy.
Adherence to both a code of personal ethics and a
code of professional ethics (see the American Nurses
Association Code for Nurses in Appendix 1) is
expected of every nurse. Would-be leaders who do
not exhibit these characteristics cannot expect them
of their followers either.
60
Leaders
Courage. Sometimes, being a leader means
taking some risks.

Initiative. Good ideas are not enough. To
be a leader, you must act on those good
ideas. This requires initiative on your part.
Energy. Leadership also requires energy.
Both leadership and management are hard
but satisfying work that requires effort on
your part. Of course, it is also important that
you use your energy wisely.
61
Leaders
Optimism. When the work is difficult and one

crisis seems to follow another in rapid succession,
it is easy to become discouraged. However, it is
important not to let discouragement keep you and
your coworkers from seeking ways to resolve your
difficulties. In fact, the ability to see a problem as
an opportunity is part of the optimism that makes a
person an effective leader. Like energy, optimism
is catching. An optimistic leader can remotivate
a discouraged group. Holman (1995) calls this
being a winner instead of a whiner
62
Winner or WhinerWhich Are

You?
A winner says . . .
A whiner says . . .
We have a real challenge This is really a problem.

here.
Ill give it my best.
Do I have to?
Thats great!
Thats nice, I guess.
We can do it.
Impossible. It cant be
Yes!
done.
63
Leaders
Perseverance. Perseverance is a closely

related characteristic of effective leaders.
Effective leaders do not give up easily.
Instead, they persevere, continuing their
efforts when others are tempted to give up
the struggle. This perseverance often pays
off.
64
Leaders
Balance. In our effort to become the best nurses we

can be, we may forget that other aspects of life are
equally important. As important as our clients and
colleagues are to us, family and friends are important
too. Although school and work are meaningful
activities, cultural, social, recreational, and spiritual
activities also have meaning. The most effective
leaders have found a balance between work and play in
their lives.
Ability to Handle Stress. There is some stress
in almost every job. Coping with stress in as positive
and healthy a manner as possible helps you conserve
your energy and be a model for others.
65
Behaviors of Effective Leaders
As mentioned earlier, leadership requires

action. The effective leader not only takes
action but also chooses the action carefully.
Important leadership behaviors include thinking
critically, solving problems, respecting people,
communicating skillfully, setting specific goals
and communicating a vision for the future, and
developing oneself and others
66
Think critically-choose actions clearly

Solve problems
Respect individuals
Listen and communicate carefully and
skillfully
Set goals and a vision for the future
Develop oneself and coach others
67

Critical thinking
is reflective, reasoned analysis that focuses on

thinking before deciding what to believe or do
(Miller & Malcolm, 1990). The essence of critical
thinking is questioning and analyzing ideas,
suggestions, habits, routines, common practices,
and policies before deciding to accept or reject
them. To avoid falling prey to the assumptions and
biases of oneself and others, ask yourself
frequently, Why do I believe that . . .? (Ulrich &
Glendon, 1999).
68

Solving Problems.
Client problems, paperwork problems, staff

problems: these and others occur
frequently and need to be solved. The
effective leader helps people to identify
problems and to work through the problemsolving process to find a reasonable
solution.
69

Respecting the Individual.
Although we all have much in common as thinking,
feeling human beings, each of us has different wants
and needs and has had different life experiences. For
example, some people really value the psychological
rewards of helping others, and other people are more
concerned about earning a decent salary. There is
nothing wrong with either of these points of view; they
are simply different. The effective leader recognizes
these differences in people and helps them find the
rewards in their work that mean the most to them.
70

Listening to Others and Communicating
Skillfully. The only way to find out peoples
individual wants and needs is to watch what
they do and to listen to what they tell you. It is
amazing how often leaders fail simply because
they did not listen to what other people were
trying to tell them. We have separated listening
from communicating with other people just to
emphasize that communication involves both
giving and receiving information, not just giving
out information. Skillful communication
includes the following:
71
Encouraging the Exchange of Information. Many

misunderstandings and mistakes occur because people failed to
share enough information with each other. The leaders role is to
make sure that the channels of communication remain open and that
people use them.
Providing Feedback. Everyone needs some information about the

effectiveness of his or her performance. Frequent feedback, both
positive and negative, is needed so that people can continually
improve their performance. Some nurse leaders find it difficult to
give negative feedback, fearing that they will upset the other person.
How else can a person know where improvement is needed?
Negative feedback can be given in a manner that is neither hurtful
nor resented by the individual receiving it. In fact, it is often
appreciated. Other nurse leaders forget to give positive feedback,
assuming that coworkers will know when they are doing a good job.
This is a mistake; everyone appreciates positive feedback. In fact,
for some people, it is the most important reward they get from their
jobs.
72

Setting
Specific Goals and

Communicating a Vision for the Future.
Just as each one of us is unique in terms of our experiences,

needs, and wants, we are also likely to have unique goals for
ourselves. An important leadership task is to find the common
thread in all of those goals and to help the group reach a
consensus about its goals.
This may require considerable discussion before it is
achieved.
The effective leader also has a vision for the future.
Communicating this vision to the group and involving
everyone in working toward that vision create the inspiration
that keeps people going when things become difficult. Even
better, involving people in creating the vision is not only more
satisfying for employees but also has the potential for the
most creative and innovative outcomes (Kerfott, 2000). It is
this vision that helps make our work meaningful.
73

Developing Oneself and Others.
Learning does not end with leaving school. In fact,
experienced nurses will tell you that school is just
the beginning, that it only prepares you to
continue learning throughout your career. As new
and better ways to care for clients are discovered,
it is your responsibility as a professional to
critically analyze these new approaches and
decide whether they would be better for your
clients than current approaches to care.
74
Effective leaders not only continue to learn

but also encourage others to do the same.
Sometimes leaders function as teachers. At
other times, their role is primarily to
encourage and guide others to seek more
knowledge. Observant, reflective, analytical
practitioners know that learning takes place
every day if one is open to it (Kaagan,
1999).
75
Factors Affecting Style
76
Factors Affecting Style
Leadership style may be dependent

on various factors:
Risk - decision making and change initiatives

based on degree of risk involved
Type of business creative business
or supply driven?
How important change is
change for changes sake?
Organisational culture may be long embedded
and difficult to change
Nature of the task needing cooperation?
Direction? Structure?
77
What Makes a
Person a
Manager?
78
What Makes a Person a Manager?
One may emphasize the relationship of

managing people where another may
emphasize the task aspects of
management
79
Although there are many management theories,

it is most important to be familiar with the two
major but opposing schools of thought in
management: the human relations approach to
management and scientific management. As
you will see, one emphasizes the relationship
aspects of managing people, and the other
emphasizes the task aspects of management
80
Scientific Management
Frederick Taylor believed that most jobs

could be done more efficiently if they were
thoroughly analyzed and that most
workers could work more efficiently given
a properly designed tasks and sufficient
incentive to get the work done
The nurse manage would keep records

on work done
81
The work itself was also analyzed to improve

efficiency. In health care, for example, there has
been a lot of discussion about the time it takes to
bring patients to x-ray or therapy versus bringing
the x-ray or therapist to the patient. The current
emphasis on eliminating excess staff and
increasing the productivity of remaining
employees is based on the same kind of thinking.
82
Nurse managers who use the principles of

scientific management emphasize the task
aspects of providing health care. They pay
particular attention to the type of treatments and
procedures done on the unit, the equipment
needed to provide this care efficiently, and
strategies that would facilitate efficient
accomplishment of these tasks. These nurse
managers keep careful records of the amount of
work accomplished and reward those who
accomplish the most.
83
Human Relations-Oriented
Management
McGregors X,
Y Theory
keeping employee morale and

motivation as high as possible,
assuming that satisfied,
motivated employees will do the
best work
84
Management
McGregors (Theory X)
Most people do not want to work very hard

and the managers job is to see that they do
work hard
Employees need strict rules, constant
supervision, and the threat of punishment
(in the form of reprimands, withheld raises,
and threats fo job loss) to make them
careful, conscientious workers
85
Management
McGregors (Theory Y)
Managers believe the work itself can be
motivating and people will work hard if their
managers provide an atmosphere in which
they are supported and encouraged to do
so
Emphasizes guidance rather than control,
development rather than close supervision,
and reward rather than punishment
86
Work is something to be
avoided
The work itself can be

motivating
People want to do as
little as possible
People really want to do

their job well
Use control-supervision
punishment
Use guidancedevelopment reward
87
A human relationsoriented nurse manager

is concerned with keeping employee
morale as high as possible, assuming that
satisfied, motivated employees will do the
best work. Employees attitudes, opinions,
hopes, and fears are important to this type
of nurse manager. Considerable effort is
expended to work out conflicts and promote
mutual understanding among the staff to
provide an atmosphere in which people can
do their best work.
88
Qualities of An Effective
Manager
The effective nurse manager possesses a
combination of qualities:
Leadership
Clinical Expertise
Business Sense
None of these alone is enough; it is the
combination that prepares an individual for the
complex task of managing a group or team of
healthcare providers.
89
Qualities of An Effective Manager

Leadership.
All of the people skills of the leader are essential to

the effective manager. They are the core skills needed
to function as a manager.
Clinical
Expertise.
It is very difficult to either help others develop their

skills or evaluate how well they have done this without
possessing clinical expertise oneself. It probably is not
necessary (or even possible) to know everything every
other professional on the team knows, but it is
important to be able to assess the effectiveness of their
work in terms of patient outcomes.
90
Business
Sense.
Nurse managers also need to be concerned with

the bottom line, that is, with the cost of providing
the care that is given, especially in comparison
with the benefit received from that care. In other
words, nurse managers need to be able to
analyze how much is spent to provide a given
amount of client care and how effective that client
care has been. This is a very complex task and
requires knowledge of budgeting, staffing, and
measurement of patient outcomes
91
There is some controversy over the amount of

clinical expertise versus business sense that is
needed to be an effective nurse manager.
Some argue that a person can be a generic
manager, that the job of managing people is the
same no matter what tasks they perform.
Others argue that the manager must understand
the tasks better than anyone else in the work
group.
Our position is that both are needed, along with
excellent leadership skills.
92
Behaviors of An
Effective Manager
Mintzberg (1989) divides the managers activities
into three categories
Interpersonal
Informational
Decisional
93
Behaviors of An Effective Manager

Representing employees
Representing the organization
Dissemination
Networking
Conflict negotiation and resolution
Employee development
Rewards and punishment
Employee evaluation
Resource allocation
Planning
Job analysis and redesign
Informational
Interpersonal
Decisional
94
The interpersonal area is one in which

leaders and managers have similar
responsibilities. However, the manager has
some additional responsibilities that are
seldom given to leaders. The following are
additional interpersonal skills that nurse
managers need:
95
Behaviors of An Effective
Manager Interpersonal
Networking (The position of nurse managers in

the hierarchy provides them with many
opportunities to develop positive working
relationships with other disciplines, departments,
and units within the organization)
Conflict Negotiation and resolution (Managers

often find themselves occupied with resolving
conflicts between employees, between clients and
staff members, and between staff members and
administration)
96
Behaviors of An Effective
Manager Interpersonal
Employee Development (Providing for the

continuing learning and upgrading of the skills of
employees is a managerial responsibility that
overlaps with managers informational
responsibilities)
Rewards and Punishments (Managers are in a

position to provide both tangible (e.g., salary
increases, time off) and intangible (e.g., praise,
recognition) rewards as well as punishments )
97

Informational
Spokesperson. Managers often speak for administration when
relaying information to their staff members. Likewise,
they often speak for staff members when relaying
information to administration. In addition, they
frequently represent their work group or department at
various meetings and discussions.
Monitoring. Nurse managers monitor the activities of their
units or work groups. This may include the number of
clients seen, average length of stay, infection rates, and
so forth. They also monitor the staff (e.g., absentee rates,
tardiness, unproductive time) and the budget (e.g., money
spent, money left to spend in comparison with money
needed to operate the unit).
98

Informational
Dissemination. Nurse managers share information with
their clients, staff members, and employers. This
information may be related to the results of their
monitoring efforts, new developments in health care,
policy changes, and so forth. As you can see, nurse
managers have very complex, responsible positions
within healthcare organizations. Ineffective managers
may do harm to their employees and to the
organization, but effective managers can help their
staff members grow and develop as healthcare
professionals while providing the highest quality care
to their clients.
99

Decisional
Employee Evaluation. Managers are responsible
for conducting formal performance appraisals
of their staff members.
Resource Allocation. In decentralized
organizations, nurse managers are often given a
set amount of money for running their units or
departments and must allocate these resources
wisely, especially when they are very limited.
Hiring and Firing Employees. Most nurse
managers participate in or carry out themselves
the hiring and firing for their units or departments.
100
Decisional
Planning for the Future. Even though the day-to-day

operation of most units is a sufficiently complex and
time-consuming responsibility, nurse managers must
also look forward and prepare themselves and their
units for future changes in budgets, organizational
priorities, and patient populations.
Job Analysis and Redesign. In a time of extreme cost
consciousness, nurse managers are frequently being called
on to analyze and redesign the work of their units or
departments to make them as efficient and cost effective
as possible.
101
Thinking critically is something an

effective leader uses
The essence of critical thinking is
questioning and analyzing
The effective leader influences others
successfully
A leader-manager is both a leader and a
manager
A leader may be an informal position
A manager has a formal position
102
Effective
leadership is
defined as the
accomplishment of the
goals shared by leaders
and followers.inspiring
commitment
103
Effective
managers should be
leaders
Every registered nurse needs leadership

skills to be effective as a practitioner and
colleague !!!!!!!!
104

2 Leadership Theories

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2 Leadership Theories

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Keys to Effective

Define leadership and management

Today, all nurses are managers

A group of workers and their leaders are set a task

And shouts down to the assembled group

is doing things right,

(Warren Bennis and Peter Drucker)

Covey defined a leader as one who enables people to

In 1916, Henri Fayol defined

Are you ready to be a leader or

The Differences Between

have formal authority to direct

You do not have to be a manager to be a

Managers control aspect of the

Management positions may be assigned

Based on influence and Based on authority and

A formally designated role

Types of Leadership Style

Types of Leadership Style Autocratic:

Leader makes decisions without reference to

Types of Leadership Style Autocratic:

Types of Leadership Style Autocratic:

this is an efficient way to run things,

Types of Leadership Style

Consultative: process of consultation before

Types of Leadership Style

May help motivation and involvement

Types of Leadership Style

responsibility for the outcomes with other members of

Often a less efficient way to run things,

Types of Leadership Style

Types of Leadership Style

Let it be the leadership responsibilities

Types of Leadership Style

individuals are motivated by internal forces

Types of Leadership Style

Leaves people feeling confused and frustrated

Types of Leadership Style Paternalistic

Leader acts as a father figure

Pavitt summed up the difference

a democratic leader attempts to move the

an autocratic leader attempts to move the

a laissezfaire leader makes no attempt to

The most effective leader is able to

balance tasks and relationships of working

Some emphasize tasks, other relationships

The most challenging aspect of business is

6. Search for meaning:

Many opinions how one becomes a leader

May depend on:

Is there a set of characteristics

Are such characteristics

Imply that leaders can be trained focus on the

Structure based behavioural theories focus on the

theories recognize the

Leadership as being more flexible different

Trait, behavioral, and contingency theories

Long term strategic planning

A leadership style based on principles of

Focus on the management of the organisation

A leadership style that values collaboration

Improving the atmosphere and message sent out by the

Effective leadership is defined as the

Courage. Sometimes, being a leader means