NURSING LEADERSHIP

A. Definition of Leadership
Leadership is commonly defined as a process of influence whereby the leader
influences others toward goal achievement. Some researchers people endowed
with authority are leaders. It is a force that creates a capacity among a group of
people to do something that is different or better. What leaders do; the process
of influencing a group to achieve goals. The process of influencing people to
accomplish goals. Leaders innovate, focus on people, inspire thru personal
trustworthiness & self-confidence, and communicate a vision that turns selfinterest into commitment to the job.
Leaders use a wide variety of interpersonal skills to influence others to
accomplish a specific goal. Have the capacity to earn and hold trust. Must be
personally authentic and accountable. Must possess enthusiasm, energy, and
commitment.
B. Types of leadership
Formal leadership is based on occupying a position in an organization, called
assigned leadership.
Informal leadership occurs when an individual demonstrates leadership
outside the scope of a formal leadership role or as a member of a group, rather
than as the head or leader of the group. The informal leader can be considered
to emerge as a leader when accepted by others and perceived to have influence.
C. Leadership theories
Great Man Theory- Earliest approach. Identify great person from masses.
Certain traits - success/effectiveness. Aristotelian philosophy some people are
born to be leaders while others to be led.
Trait Theories- Assume some people have certain characteristics or traits that
make them better leaders than others. Studied great leaders throughout history.

Power and situations were ignored. Contemporary theories said that leadership
is a skill and can be developed. Not inborn.

BEHAVIORAL THEORIES
Pattern of actions used by different individuals determines leadership
potential. McGregor et al moved away from studying the traits of leadership
situation. Lewin, White and Lippit isolated common leadership styles; namely
Autocratic, democratic and laissez-faire.
Characteristics of authoritarian are strong control over work group, others are
motivated by coercion, others are directed with commands, communication flows
downward, decision making does not involve others, emphasis is on difference in
status and criticism is punitive. Results of authoritarian are in well-defined group
actions, predictable = reduce frustration in work group, productivity is usually high,
creativity, self-motivation and autonomy are low, useful in crisis situation, and
common in large bureaucratic system.
Characteristic of democratic are less control is maintained, economic and ego
awards are used to motivate, others are directed through suggestions and guidance,
communication flows up and down, decision making involves others, emphasis is on
we rather than I and you, and criticism is constructive. Advantages of
democratic are appropriate for groups that work together for extended periods,
promotes autonomy and growth of individual, effective when cooperation and
coordination are necessary, takes time because of consultative process, frustrating
for those who want decisions made rapidly, and less efficient quantitatively.
Characteristics laissez-faire is permissiveness, with little or no control,
motivation by support when requested by group, provision of little or no direction,
communication upward and downward flow among members, decision making
dispersed throughout the group, emphasis on the group and criticism withheld.
Situational and Contingency Theories

Situational Leadership Theory- Leader traits and/or leader behaviors are

important aspects but must be taken in context. That is, the situation matters. No
single best way to lead. Focus on maturity or readiness of followers. Ability and
willingness. Adjust emphasis on task and relationship behaviors according to the
readiness of followers to perform their tasks. Social system of contingencies:
Telling:

low

readiness,

untrained

and

inexperienced

employees.

Selling:

low/moderate readiness, trained but inexperienced employees. Participating:

moderate/high readiness, able but unwilling, employees skeptical. Delegating: high
readiness, employees ready and willing to take responsibility.
According to Hersey and Blanchard, effectiveness of leader is based on level
of maturity of followers. As followers mature = less task focus for leader. Five (5)
management styles are identified: Impoverished Management low concern for
both people and tasks, Country Club Management high concern for people and low
concern for tasks, Organizational Man Management adequate performance is
accomplished by balancing staff morale and getting work done, Authority
Obedience high concern for tasks and low concern for people, Team Management
high concern for both people and accomplishment of tacks.
According to Tannenbaum and Schmidt, managers need a mixture of
autocratic and democraric leadership behaviors or styles. Style depends on nature
of situation, skill of manager and abilities of members.
Fiedlers Leadership Contingency Theory
Reinforced

contingency

approach-

Group

effectiveness

depends

on

appropriate match bet. Leaders style and the demands of the situation. Least
preferred coworker. Leader/member relations, task structure, position power.
Suggests that no one leadership style is the best for every situation. There are three
(3) dimensions that influence leadership style: Leader-staff relations, Task structure
and Position power.
Path-goal Theory
Rooted in Expectancy Theory. Leader behaviors: Directive, Supportive,
Achievement-oriented, and Participative. Characteristics of subordinates have focus

of control, experience, and perceived ability. Characteristics of environment has task

structure, formal authority system and work group.
CONTEMPORARY THEORIES OF LEADERSHIP
Transformational Leadership
According to Burns (1978), both leader and followers have the ability to raise
each other to higher levels of motivation and morality. Traditional manager
concerned with day-to-day operations termed as transactional leader. Manager who
is committed, has a vision, and empowers others with vision is termed as
transformational leader. It is inspirational, idea-oriented, visionary; Dramatic,
arouses intense feelings; Communicates high expectations and a need for a change;
Unpredictable; Relies on referent or charismatic power; Raises level of awareness
and commitment; Gets followers to transcend their self-interests; Requires trust and
belief in the vision presented.
Transactional Leadership
Exchanges rewards for services. Management by exception it watches for
deviations. Keeps the system operating smoothly. Uses reward and coercive power
bases. Recognizes what workers want and tries to deliver it. Rewards according to
worker effort. Responsive to worker self-interests. Focuses on management tasks
Interactional leadership theories
Interactional theory
Leadership behavior is determined by the relationship between the leaders
personality and the specific situation. Human as complex beings whose working
environment was an open system to which they responded. System objects, with
relationships between the objects and its attributes. According to Brandt (1994),
Leaders develop work environment that fosters autonomy and creativity through
valuing and empowering others, affirms uniqueness of individuals, contribute
unique talents to a common goal. According to Kanter (1989), Title and position
authority were no longer sufficient to mold a workforce, subordinates are

encouraged to think for themselves and instead managers must learn to work
synergistically with others.
Characteristics of LEADERS
Honesty

Vision

Communicat
ion
Balance

Motivation

Knowledge

Risk-taking

Competenc
e
Caring

Decisivenes
s
Intelligence

Humor

Knowledge

Judgment

Oral fluency

Independen
ce
Confidence

Personable

Adaptability

Personal
integrity

Tact

Diplomacy

Emotional
balance
and control
Prestige

Decisivenes
s
Creativenes
s
Ability

Selfawareness
Emotional
intelligence
Alertness

Social
participation

Nonconformi
ty

cooperativen
ess
Able to enlist Interperson
cooperator
al skills