c



 

  p %c&

ccc -p A leader who aims to establish and continue to
 maintain a productive organization should not
-p In nursing leadership, virtually all only be concerned with short-ranged task
commendable, positive and wholesome achievement but must develop an atmosphere
qualities are assets to prospective nursing that gives staff-members personal satisfaction
managers. and the incentives to continue to work towards
the ultimate organizational goals.
p cccc

c p "'()
 **  c

 

  +

,*
p ¦he process of persuasion and example by
which an individual (or Leadership team)
induces a group to take action that is in accord
with the leaders͛ purposes or the shared
purposes of all (CARDNER Ñ
).
p A process in which a person inspires a group of
constituents to work together using appropriate
means to achieve a common mission and
common goals (HOLLOWMANpÑ
).
p ¦he process of directing and influencing the
task related activities of group membersp

pÑ 

p ¦he social transaction in which one person
influences others pÑ  
p cc !"#$#

Ñ.p ¦he process of influence on a group that
ccc
stimulates people to strive willingly to attain
organizational objective.
2.p ¦he knacks of getting other people to follow
you and do willingly the things you want to do.
3.p Must be based on the insight into present
realities.

 
p ¦he process of getting work done with others.
p ¦he process of planning, organizing, leading and
controlling the efforts of organizational
resources in order to achieve the organizational
goals.
p ¦he process of accomplishing goals through the
use of human, technical and financial resources
p ¦he manager is the person who bring things
.- c
about; the one who accomplishes, has the
responsibility, and conducts.
 p Situation in which leadership is exercised
 p Organizational factors



Ñ.p ¦ake an active, not reactive, approach.
2.p Hold employees accountable for their actions.
3.p Document, document, document!
4.p Keep confidential information confidential.
5.p Seek support from many sources.
6.p ¦reat staff members as you͛d want to be
treated.
7.p Maintain a balance between being a manager
and being a friend.
8.p Let equal treatment, not favoritism, be your
guide.
9.p Make staff members aware of policies and
revise them as needed.
Ñ .p¦urn negative events into positive learning
experiences.
p c
-
-p According to MER¦ON (Ñ969), effective
leadership has to satisfy the following
considerations:
p A person receiving a communication
understands it.
p ¦his person has the resources to do what is
being asked in the communication.
p ¦his person believes the behavior being
asked is consistent with personal interests
and values.
p ¦his person believes it is consistent with the
purposes and values of the organization.
p
p áersonality of the leader
p áersonality of the group
 p 
-p As organizations are formed, leaders
continuously assume their roles. In the process,
even the oldest up to the more updated
theories of leadership should be understood as
they are applied in various organizational set-
ups.
§p /
c! - ¦hree situational variables are used to predict
p ÕSome people are born to lead, whereas
others are born to be led...͟
p ÕLeaders are born not made...͟
§p !
-p Asserts that people have certain characteristics
or personality traits that make them better
leaders than others.
-p ¦raits that are related to leadership
effectiveness according to SWANSBURG (Ñ993)
are as follows:
Ñ.p 00*
. Judgment, decisiveness,
knowledge and fluency of speech are
intelligence traits that a nurse manager is
-c!
perceived to possess.
2.p 
) 0+
. Adaptability, alertness,
creativity, cooperativeness, personal integrity,
self-confidence, emotional balance and control,
 are at the base of needs
and independence are the perceived
personality traits of a nurse manager.
3.p 10+
. Ability to enlist cooperation,
popularity and prestige, sociability, social
 are the second group in the
participation and diplomacy fall under ability
traits of a leader.
 involve social processes.
§p -!
-p A nurse manager must understand human
 are actually comprised of two
beings and their behavior as the core of
leadership and management in nursing.
-p Kurt Lewin͛s Leadership Styles
 are at the top of
Ñ.p Autocratic
2.p Democratic
3.p Laissez Faire
c!
§p c
-p Situational leadership means that there is no
one best leadership style and maintains that
effective leadership is matching the appropriate
leadership style to individual͛s or group͛s level
of task-relevant readiness.p

§p ccc!!
îp Contingency Model (Fred Fiedler, Ñ967)
- ¦his model highlights the need for flexibility in
leadership behaviors.
the favorability of a situation for the leader:
îp the leaders
îp interpersonal relations with group
members
îp ¦he leaders legitimate power and task
structure.
§p /!

îp áath goal theory (Robert House, Ñ97Ñ)
- concerned with motivation and productivity
- An effective leader or manager clarifies the
path to the goal. ¦his is done through
structuring the work, planning, organizing,
directing and controlling.
§p
îp Abraham H. Maslow͛s Hierarchy of needs
Ñ.p +)0)* 0
system. ¦he physiological needs include air,
food, clothing, shelters, etc. ¦hey represent the
basic issues of survival and biological function.
2.p  (+
hierarchy. Among these are security,
protection, dependency, and stability.
3.p 0)
¦hey include the need for love and affection
and the need to be accepted by one͛s peers.
4.p 
different sets of needs: the need for a positive
self-image or self respect and the need for
recognition and respect from others.
5.p 0(/ * 0, )
hierarchy. It is the effort of people to be what
they can be.
§p c
-p ÕAn interactive relationship, based on trust that
positively impacts both the leader and follower.
¦he purposes of the leader and the follower
 become focused, creating unity, wholeness, and  65) 0 3/)*
*
collective purpose.͟  75
* 3/)*
*
-p Focuses on the leader and employee working
together for the greater good ʹ promotes p ((*3 *))(((*3c

employee development, attends to needs and 

8
 

motives of followers, inspires through
optimism, influences changes in perception, p álanning
provides intellectual stimulation and p Organizing
encourages follower creativity. p Staffing
 p Directing
§p cc! p Controlling

-p Both leaders and followers have the ability to p  *)
  ((*((*3)


raise each other to higher levels of motivation ((*3)(0

+0
and morality. 
-p ¦ransactional leaders are concerned with day- p the people
to-day operations. p the task
-p Exchange posture that identifies needs of p the situation
followers and provides rewards to meet those p the organization
needs in exchange for expected performance. p the number of environmental factors

îp Comparing ¦ransactional and ¦ransformational p )*+ )

0)(


Leaders ((*3


 *) 0

Ñ.p ¦he relationship between the leader and the
p Focuses on management tasks members of the group.
p Is a caretaker 2.p ¦he task structure, the degree to which details
p Uses trade-offs to meet goals of the group͛s assignment are programmed.
p Does not identify shared values 3.p ¦he positional power of the leader.
p Examines causes
p Uses contingency reward p )
 *+0)(



()
 ) 0


p Identifies common values Ñ.p Categories that Identify Effective Leaders Who
p Is committed Apply Leadership Styles:
p Inspires others with vision
p Has long-term vision p Autocratic or leader centered
p Looks at effects p Democratic or group centered
p Empowers others p Free-rein (Laissez faire) or individual-
centered
p  cc-
c 2.p Leadership Styles in áhilippine Setting

-p A part if theory of nursing management is the p Autocratic Leadership

theory of nursing leadership. It should be p Democratic Leadership
understood that leadership is the process of p Laissez-Faire Leadership
influencing a group to set and achieve goals p Bureaucratic Leadership

p !  p 
3 




-p Likert and his associates identified four basics -p Leadership should be based on the needs of
styles or systems of leadership, namely: others.
Ñ. 20) 3/ )
 3
  45 3)0/ )
 3
 -p On helping those served to become Õhealthier,
wiser, more autonomous, and more likely
themselves to become servants͟.
-p Selfless commitment and devotion to duty.

Ñ.p Filipino Styles of Leadership

-p most writers and researchers termed it as

„
p
p 

a.p autocratic style of leadership

b.p democratic style of leadership

2.p Values and Behavior that Influence Filipino

Leadership
p
a.p m
p

or self esteem
b.p ›
m or embarrassment
c.p ‘ mpmp

 or obligation
d.p m  m mpor getting along together
e.p ?mmp

, Bata Relationship


0 ))3 0 +9)* ):"#;"<)

 0))* 0
*
 
 
 
(0 *) 
)(0)3 0  


*)= ((*)0)1 3)
5

îp Hollsteiner observed that in terms of

characteristics relative to organizational
behavior, the following are worth considering:
îp ¦he ideal man usually gets to be the head of the
group that tries to implement the idea.
îp When the leader loses interest in a project,
someone else comes up with another project
and the group picks it up, with him as the new
leader.
îp Cooperation across in-groups is extremely
difficult especially if personal rivalry sets in.