UNIT ONE: LEADERSHIP

A. Defining Leadership Leadership is commonly defined as a process of influence in which the leader influences toward achievement of goal Influence is an instrumental part of leadership Leaders affect others, often by inspiring, enlivening and engaging others to participate The process of leadership involves leader and follower interaction. This implies that leadership is a reciprocal relationship Leadership involves the process of persuasion and example by which an individual induces a group to take action that is in accord with the leaders purposes or the shared purposes of all It is a social transaction in which one person influences others It is a dynamic, interactive process that involves three dimensions: the leader, the followers and the situation B. Qualities/Traits of a Leader 1. Core Traits A guiding vision able to see a picture of the desired future Passion enthusiastic about future possibilities Integrity possessing honesty and maturity Curiosity and/or daring able to take risks 2. Common Traits Flexibility can adapt rapidly to changes in all aspects of the environment Intelligence shows sound judgment, decisiveness, knowledge and fluency of speech Personality shows adaptability, alertness, creativity, cooperativeness, personal integrity, self-confidence, emotional balance and control, independence Distinct abilities e.g., ability to enlist cooperation; maintain popularity and prestige, sociability/interpersonal skills, social participation; tact and diplomacy Self-confidence Desire to lead C. Types of Leadership 1. Formal Leadership by Virtue of Appointment to the Position The leader is chosen by administration and given official or legitimate authority to act The person is in position of authority or with a sanctioned, assigned role within an organization which connotes influence

2. Informal Leadership There is no official sanction to direct activities of others but chosen by the group itself One becomes a leader because of age, seniority, special competencies, and an inviting personality or ability to communicate with and counsel others One plays a valuable role because his/her behavior and influence are congruent with the goals of the organization D. Theories of Leadership 1. Trait Theory There is an underlying assumption that leaders are born, not made Tasks to be performed by leaders include envisioning of goals, affirming values, motivating, managing, achieving workable unity, explaining, serving as a symbol. Representing the group and renewing commitment of members 2. Behavior Theories McGregors Theory X and Theory Y state that leaders must provide followers with - A sense of security, - A genuine sense of approval, - Consistent discipline, - Independence, and - Provision for appeal or an adequate grievance procedure Likerts Michigan Studies state that there are four basic styles/systems of leadership: exploitative-authoritative, benevolent-authoritative, consultative-democratic and participative-democratic Blake and Moutons Managerial Grid emphasize two key dimensions of leadership: concern for production on the horizontal axis and concern for people on the vertical axis 3. Contingency Theory acknowledges that other factors in the environment influence the outcomes as much as the leadership style and that leader effectiveness is contingent upon or depends upon something other than the leaders behavior Fielders Contingency Theory views the pattern of leader behavior as dependent upon the interaction of the personality of the leader and the needs of the situation Hersey and Blanchards Situational Theory addresses follower characteristics in relation to effective leader behavior

4. Current Contemporary Theories Charismatic theory emphasizes leadership qualities that inspire followers allegiance and devotion Transformational leadership theory states that both leaders and followers act on one another to raise their motivation and performance to higher levels 5. Motivational Theories Reinforcement theory is based on the research of B.F. Skinner, which views motivation as learning Expectancy theory states that peoples expectations about a situation also help determine their behavior Equity theory believes that the degree of perceived fairness in the work situation is key to job satisfaction and worker effort. Equity does not mean equality. Goal setting theory in contrast to expectancy and equity theories, suggests that people do not expend effort for rewards or task outcomes, but to accomplish the goal itself 6. Wheatleys new leadership concept sees the organization as being able to form strong internal connections and balances that promote the best functioning among its members. It favors an environment that provides optimal patient outcomes through collaboration in the workplace and maximizes worker satisfaction E. Leadership Style 1. Definition Leadership style refers to the way in which a leader uses interpersonal influences to accomplish goals It may vary from one situation to the other A leader must adopt a style of leadership that promotes a high level of work performance in a wide variety of circumstances, as efficiently as possible and with little disruption 2. Behaviors Authoritarian Leadership - It ranges from very rigid to benevolent - The leader functions with high concern for task accomplishment but low concern for people who perform those tasks - The leader is exploitative and uses the efforts of workers to the best possible advantage of the employer

Communications and activities occur in a closed system, managers make all the work-related decisions and workers carry them out The leader frequently exercises power, sometimes with coercion The leader is firm, insistent, self-assured and dominating with or without intent and keeps at the center of attention The leader has little trust in workers and workers in turn fear the manager

Permissive, Ultraliberal or Laissez-faire - Is opposite of the authoritarian leader - Wants everyone to feel good - Avoids responsibility by relinquishing power to followers - Permits followers to engage in managerial activities - Assumes that workers are ambitious, responsible, are dynamic, flexible, intelligent and creative - Not generally useful in the highly structured healthcare delivery system in which organization and control form the baseline of most operations Democratic, Participative or Consultative Leadership - It is people oriented, focusing attention on human aspects and building effective work groups - Interaction between manager and personnel is open, friendly and trusting - There is mutual responsiveness to meeting group goals with workrelated decisions made by the group - It gives workers feelings of self-worth an importance

F. Power TYPE Expert

SOURCE
Power derived from the knowledge and skills nurses possess. The more proficient the nurse is, the more the nurse is received and perceived as an expert Power derived from an academic degree, licensure, certification, experience in the role, and job title in the organization Power based on the trust and respect that people feel for an individual, group, or organization with which one is associated Power that comes from the ability to reward others to influence them to change their behavior Power that comes from the ability to punish others to influence them to change their behavior Power that comes from personal and

EXAMPLES OF NURSING
Communicating information from current evidence-based journals and bringing expert knowledge to patient care Wearing or displaying symbols of professional standing, including license and certification Gaining power by affiliating with nurses and others who have power in the organization Using a hospital award to alter ones behavior Using the hospital disciplinary evaluation system to alter anothers behavior Developing good working

Legitimate Referent Reward Coercive Connection

Information

professional relationships that enhance ones resources and the capacity for learning and information sharing Power based on information that someone can provide to the group

relationships and mentoring with your boss and other powerful people Sharing useful knowledge gleaned from the internet and other sources with coworkers

G. Components of Effective Leadership and Management Understanding of individual strengths, weaknesses and potential Knowledge of basic ingredients for leadership and management Systematic use of self to get the right things done at the right time