JMJ Marist Brothers Notre Dame of Dadiangas University College of Nursing

Assignment in Nursing Leadership and Management

Submitted by: Laud, Katherine L BSN 4A

Submitted to: Leila E.Garcia, RN MAN Clinical Instructor

1. Different theories of Leadership

Evolution of Leadership Theory

A. Great Man theory

It is the earliest approach which can identify great persons from masses. It assumes that the capacity for leadership is inherent that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.

B. Trait theory

Similar in some ways to "Great Man" theories, it assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders.

C. Contingency theory

Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.

D. Behavioral theory

Behavioral theories of leadership are based upon the belief that great leaders are made, not born. It is rooted in behaviorism. This leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.

E. Participative theory

Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In

participative theories, however, the leader retains the right to allow the input of others.

F. Situational theory

Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making.

G. Transformational theory

Relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.

2. Styles of Leadership

A. 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.

B. Democratic/Participative

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 members will respect.

C. Laissez faire/Delegative

In this style, the leader allows the members to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when members are able to analyze the situation and determine what needs to be done and how to do it. This is not a style to use so that one can blame others when things go wrong; rather this is a style to be used when one fully trust and have confidence in the people under him.

D. Bureaucratic

The bureaucratic leadership style is concerned with ensuring workers follow rules and procedures accurately and consistently. Bureaucratic leadership normally has the following characteristics: Leaders expect employees to display a formal, business-like attitude in the workplace and between each other. Leadership development becomes pointless, because only titles and roles provide any real control or power. Employees are rewarded for their ability to adhere to the rules and follow procedure

perfectly. Bureaucratic systems usually gradually develop over a long period of time, and hence are more commonly found in large & old businesses.

E. Charismatic

A charismatic leadership style can seem similar to transformational leadership, because these leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward. However, charismatic leaders can tend to believe more in themselves than in their teams, and this creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In the eyes of the followers, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader.