Paul Christian P.

Santos Notes in NCM 104

U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

Lesson 6 Theories of Leadership  Leader behaviors

 Directive
1. Great Man Theory  Supportive
 Earliest approach  Achievement-oriented
 Identify great person from masses  Participative
 Certain traits - success/effectiveness  SITUATIONAL FACTORS
 Aristotelian philosophy – some people are  Characteristics of subordinates
born to be leaders while others to be led  Locus of control
 Experience
2. Charismatic Theory  Perceived ability
 Characteristics of environment
 Task structure
 Formal authority system
 Work group
6. 1 Path-Goal Leadership Styles
 Directive
➢ Lets subordinates know what is
expected
➢ Plans and schedules work to be
done
➢ Gives specific guidance – what
should be done and how it should
be done
3. Trait Theories ➢ Maintains clear standards of
 Assume some people have certain performance
characteristics or traits that make them
better leaders than others  Supportive
 Studied great leaders throughout history ➢ Shows concern for well-being of
 Power and situations were ignored subordinates
 Contemporary theories said that leadership ➢ Treats members as equals
is a skill and can be developed ➢ Does little things to make the work more
 Not inborn pleasant
➢ Friendly and approachable

4. Situational Theory  Achievement-oriented

➢ Sets challenges goals
➢ Expects subordinates to perform at the
highest level
➢ Seeks improvement in performance,
while showing confidence in workers

 Participative
➢ Consults with subordinates
➢ Solicits suggestions
➢ Takes suggestions seriously into
consideration before making decisions

7. Situational Leadership Theory

 No single best way to lead
5. Contingency Theory Fiedler’s Leadership  Focus on maturity or readiness of followers
 Reinforced contingency approach  Ability and willingness
 Group effectiveness depends on  Adjust emphasis on task and relationship
appropriate match bet. leader’s style and the behaviors according to the readiness of
demands of the situation followers to perform their tasks
 Situational control  Mary Follet
 Least preferred coworker  social system of contingencies
 Important variables  Need for “integration”
 Leader/member relations, task Leadership Styles
structure, position power  Telling: low readiness, untrained
Fiedler’s Contingency Model and inexperienced employees
 Suggests that no one leadership style is the  Selling: low/moderate readiness,
best for every situation. trained but inexperienced
 There are three (3) dimensions that employees
influence leadership style:  Participating: moderate/high
 Leader-staff relations readiness, able but unwilling,
 Task structure employees skeptical
 Position power  Delegating: high readiness,
employees ready and willing to take
6. Path-goal Theory responsibility
 Rooted in Expectancy Theory Hersey and Blanchard
Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a
consequence, directly or indirectly, to the use and application of any of the contents of this work.
Paul Christian P. Santos Notes in NCM 104
U-Pang PEN Nursing Management and Leadership
BSN IV-P18/07-2409/2010 Prelims

 Developed situational approach  Manager who is committed, has a

 Effectiveness of leader is based on level of vision, and empowers others with
maturity of followers vision is termed as transformational
 As followers mature = less task focus for leader
leader  Inspirational, idea-oriented, visionary
CRITICAL LEADERSHIP SKILLS  Dramatic, arouses intense feelings
 Diagnosing  Communicates high expectations and a
 Adapting need for a change
 Communicating  Unpredictable
Blake & Mouton’s Management Grid  Relies on referent or charismatic
 The foundation of this theory is that power
management should have concern for both  Raises level of awareness and
human relations and completion of work commitment
tasks.  Gets followers to transcend their
 The two scales range from 1 to 9 with 9 self-interests
being a higher concern.  Requires trust and belief in the
 Five (5) management styles are identified: vision presented
 Impoverished Management – low Transformational leadership
concern for both people and tasks • Individualised consideration
 Country Club Management – high • Charisma
concern for people and low concern • Inspiration
for tasks • Intellectual stimulation
 Organizational Man Management – Transformational leaders concentrate on motivating
adequate performance is and developing staff members so the organisation
accomplished by balancing staff and its staff achieve a shared vision. Key
morale and getting work done stakeholders within the organisation are empowered
 Authority Obedience – high concern to build a culture that supports this vision.” (Dixon 1997)
for tasks and low concern for people
 Team Management – high concern Transactional leader VS. Transformational leader
for both people and accomplishment
of tacks Transactional leader
 Focuses on management tasks
Situational Leadership  Is a caretaker
(Tannenbaum and Schmidt)  Uses trade-offs to meet goals
 Managers need a mixture of autocratic and  Does not identify shared values
democraric leadership behaviors or styles  Examines causes
 Style depends on nature of situation, skill of  Uses contingency reward
manager and abilities of members
Transformational leader
 Identifies common values
8. Transactional Leadership  Is committed
 Exchanges rewards for services  Inspires others with vision
 Management by exception (Watches for  Has long-term vision
deviations)  Looks at effects
 Keeps the system operating smoothly  Empowers others
 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
Transactional leadership Style
• Contingent Reward
• Management by Exception
• Laissez Faire

9. Transformational Leadership
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

Disclaimer
The author cannot accept any responsibility for any error or omission and disclaims any liability, loss, or damage as a
consequence, directly or indirectly, to the use and application of any of the contents of this work.