1hlngs you should know abouL

LLAuL8SPl
What is Ieadership?
How important is
Ieadership in nursing?
What are the issues in
nursing Ieadership and
management today?
How can one be a good
Ieader ?
uLllnl1lCn
/+./674
|s common|y def|ned
As a process of
lnf/uence whereby the
|eader |nf|uences
others toward
goa| ach|evement lohn Moxwe//
uLllnl1lCn
SLeadersh|p ls a force LhaL
creaLes a capaclLy among a
group of people Lo do
someLhlng LhaL ls dlfferenL or
beLLer
What are the 3 D|mens|ons of
Leadersh|p?
LLALLRSHlP lS A
RLSUL1 Ol 1HL
RLLA1lONSHlP
8L1WLLN 1HL
LNvlRONMLN1,
CROUP MLM8LRS ANL
1HL LLALLR
ersonal ALLrlbuLes of Successful nurse
Leaders (Slmms eLal2003)
JhaL are Lhe CharacLerlsLlcs of a
Leader?
Il5lON
2. PASSION
3. INTEGRITY
lNlLuNc
ower Lo
produce effecL
lnduce lnLo
acLlon by one's
charm
cOMMuNlc41lON
Leve|s of Commun|cat|on
lottopetsoool
lotetpetsoool
Crgan|zat|ona| Commun|cat|on
ommoolcotloo system
JeplcteJ lo oo otqoolzotloool
cbott
8ottlets to commoolcotloo
Jbo ote tbese Jlfflcolt people?
nost||e Aggress|ve
1end to know what others shou|d do
Drop a book you |nterrupted me
W|th a sm||e
Comp|a|ners
L|sten attent|ve|y facts
Negat|ve th|nkers
Cpt|m|st|c but rea||st|c comments
Unrespons|ve ask open ended quest|ons
Superagreeab|e
Pow Lo lmprove CommunlcaLlon?
ldeas should be clear
Conslder Lhe
aLLlLude of Lhe
recelver
ueLermlne Lhe mode
of communlcaLlon
8e aware of Lhe
!oharl Jlndow
!ohn Maxwell's 3 Levels of Leadershlp
os|t|on
Lhe mosL baslc level of leadershlp
erm|ss|on
people begln Lo follow you because
Lhey wanL Lo
roduct|on
people begln Lo produce and follow
you because of whaL Lhey see you
eop|e
you have oLhers follow you and Lhey
are growlng wlLhln Lhem leadershlp
ersonhood
Lhe plnnacle of leadershlp
people follow you based on who you
are and whaL you represenL or sLand
for
1ay|ors Mon|st|c 1heory
9hysio/oqico/
Meal breaks adequaLe pay no
overworked
5ofety 5ecurity
no LhreaLs and deprlvaLlon sLable [ob
5ocio/ 8e/onqinqness
8ecognlLlon communlcaLlon
steem Needs
lve pralse pay ralses promoLlons
5e/f
4ctuo/itotion
Needs
leellngs of
accompllshmenL
1ronscendence
Pelplng oLhers
beyond self
IkLDLkICk nLk28LkG'S
2 lAC1C8 MC1lvA1lCn
P?lLnL 1PLC8?
1
st
category : dissatisfiers or
hygiene factors
2
nd
category: satisfiers or motivators
nyg|ene Iactors Mot|vat|on Iactors
Company pollcy and
admlnlsLraLlon
Jages salarles and
oLher flnanclal
remuneraLlon
CuallLy of supervlslon
personal relaLlons
Jorklng condlLlons
leellngs of [ob securlLy
Status
Cpportun|ty for
advancement
Ga|n|ng recogn|t|on
kespons|b|||ty
Cha||eng|ng ] st|mu|at|ng
work
Sense of persona|
ach|evement persona|
growth |n a [ob
IkCCM'S LkLC1ANC 1nLCk
by I|ctor Iroom
MoLlvaLlon depends on how much people
wanL someLhlng and Lhelr esLlmaLe of
probablllLy of geLLlng lL
IALLNCL x LkLC1ANC MC1IIA1ICN
Ihinnert + Reinforcement Iheory
by 8l Sklnner
8ehavlor weakens or sLrengLhens dependlng
upon Lhe relnforcemenL
Lxamp|e
memo Lo prepare budgeL reporL repared
budgeL reporL ralses recelved
a sense of saLlsfacLlon
(may lncrease Lhe frequency of deslred behavlor)
Doug|as Mc Gregor's 1heory k
1heory x mosL people would raLher
be dlrecLed Lhan assumed
responslblllLy for creaLlve problem
solvlng
1heory ? assumes LhaL people are
baslcally rellable and naLurally en[oy
work condlLlons
MC GkLGCkS'S
LUI1 1nLCk
!o SLacy Adams
AmounL of Lenslon ls proporLlonal
Lo Lhe magnlLude of Lhe
percelved lnequlLy
Intr|ns|c Mot|vat|on
Ldward Dec|
lnLrlnslcally moLlvaLed behavlor
seems Lo be sLlmulaLed by
peoples needs for feellng
compeLenL and self deLermlnlng
LlkerLs arLlclpaLlve 1heory
8y 8ensls LlkerL
"tIc cccnc) o nn ognnznton o t:
dcntncnt: : nucnccd ) tIc :):tcn o
nnnngcncnt.
1 LxplolLlve auLhorlLaLlve sysLem
2 8enevolenL auLhorlLaLlve sysLem
3 ConsulLaLlve sysLem
4 arLlclpaLlve (group) sysLem
LxplolLlve auLhorlLaLlve sysLem
employees/subordlnaLes ls Lo ablde by Lhe
declslons made by managers
1he subordlnaLes do noL parLlclpaLe ln Lhe
declslon maklng
1he organlzaLlon ls concerned slmply abouL
compleLlng Lhe work
1he organlzaLlon wlll use fear and LhreaLs Lo
make sure employees compleLe Lhe work seL
1here ls no Leamwork lnvolved
8enevolenL auLhorlLaLlve sysLem
declslons are made by Lhose aL Lhe Lop of Lhe
organlzaLlon and managemenL
employees are moLlvaLed Lhrough rewards
(for Lhelr conLrlbuLlon) raLher Lhan fear and
LhreaLs
lnformaLlon may flow from subordlnaLes Lo
managers buL lL ls resLrlcLed Lo whaL
managemenL wanL Lo hear"
ConsulLaLlve sysLem
ManagemenL wlll consLrucLlvely use Lhelr
subordlnaLes ldeas and oplnlons
lnvolvemenL ls lncompleLe and ma[or
declslons are sLlll made by senlor
managemenL
arLlclpaLlve (group) sysLem
ManagemenL have compleLe confldence ln
Lhelr subordlnaLes/employees
SubordlnaLes comforLably express oplnlons
and Lhere ls loLs of Leamwork 1eams are
llnked LogeLher by people who are members
of more Lhan one Leam llnklng plns"
uavld mcclellands moLlvaLlonal
needs Lheory
1he need for aff|||at|on (NAff||)
need for frlendly relaLlonshlps and human
lnLeracLlon
need Lo feel llked" and accepLed" by oLhers
A person wlLh a hlgh need for afflllaLlon ls
llkely Lo be a Leam player and Lhrlve ln a
cusLomer servlces envlronmenL 1hey wlll
perform besL ln a cooperaLlve envlronmenL
1he need for power (Now)
need Lo lead oLhers and make an lmpacL
need for personal power may be vlewed as
undeslrable as Lhe person slmply needs Lo feel
LhaL Lhey have power over oLhers" 1hey
don'L have Lo be effecLlve or furLher Lhe
ob[ecLlves of Lhelr employer
need for lnsLlLuLlonal power eople wlLh Lhe
need for lnsLlLuLlonal power wanL Lo dlrecL
Lhe efforLs of Lhelr Leam Lo furLher Lhe
ob[ecLlves of Lhelr organlzaLlon
3 1he need for ach|evement (NAch)
1hls ls Lhe need Lo achleve excel and succeed
A person wlLh Lhls Lype of need wlll seL goals
LhaL are challenglng buL reallsLlc
1hls Lype of person prefers Lo work alone or
wlLh oLher hlgh achlevers 1hey do noL need
pralse or recognlLlon achlevemenL of Lhe Lask
ls Lhelr reward
1LS CI CWLk ICk LLADLkS
1 8eward power
ls power LhaL a person has because
he or she has conLrol of Lhe
resources
1he LargeL person complles ln order
Lo obLaln rewards he or she belleves
are conLrolled by Lhe agenL
2 Coerclve power
ls power LhaL a person has because
he or she has conLrol of Lhe
punlshmenLs or demoLlons
1he LargeL person complles ln order
Lo avold punlshmenLs he or she
belleves are conLrolled by Lhe agenL
3 Leg|t|mate power
ls power based on Lhe poslLlon or
LlLle LhaL one person may have
1he LargeL person complles because
he or she belleves Lhe agenL has Lhe
rlghL Lo make Lhe requesL and Lhe
LargeL person has Lhe obllgaLlon Lo
comply
4 Lxpert power
ls power based on some knowledge
LhaL a person may have LhaL oLhers
may noL
1he LargeL person complles because
he or she belleves LhaL Lhe agenL has
speclal knowledge abouL Lhe besL
way Lo do someLhlng
3 keferent power
ls power based solely on aLLracLlve
characLerlsLlcs LhaL a person may
have
1he LargeL person complles because
he or she admlres or ldenLlfles wlLh
Lhe agenL and wanLs Lo galn Lhe
agenL's approval
tRI1ItAL 1HINKINO
PROBLEM SOLVINO
DEtISION MAKINO
IRITIIAL THIXRIXB
Thinking about your thinking whiIe
you're thinking in order to make
your thinking better.
(PauI, 1992)
5criven 9ou/ %%
intellectually disciplined process of
actively & skillfully conceptualizing,
applying, analyzing, synthesizing from
gathered facts, experience and
observation.
ueclslons declslons declslons
Je keep maklng declslons keep posLponlng
declslons someLlmes [ump Lo declslons and
someLlmes slL on declslons someLlmes are
faced wlLh Lough declslons and someLlmes we
delegaLe declslons 8uL declslons are parL of
llfe more so lf you are deslgnaLed as nurse
Manager
IISIBX HARIXB PRBISS &
PRBBLH SBLYIXB
1
st
step: define the probIem
2
nd
step: pIan or generate a Iist
Of aIternatives
3
rd
step: choose the best &
impIement
4th
step : evaIuate
lf sLudenLs wlll be
LaughL how Lo reason
lnslghLfully Lhls wlll
ellmlnaLe Lrlal and
error and wlll arrlve
quallLy declslons
LkLkCISL
?ou are Lhe nlghL shlfL carlng
for Mr 1an Pe ls scheduled
for a pacemaker lnserLlon
Lomorrow PosplLal pollcy
sLaLes LhaL no vlslLor may
sLay a paLlenL aL nlghL
unless Lhe paLlenL ls
crlLlcally lll 1he wlfe ls
requesLlng LhaL she should
sLay wlLh her husband so as
Lo lessen Lhe anxleLy LhaL
her husband would
experlence
JhaL are Lhe lndlvldual varlaLlons ln
declslon maklng?
IALULS lnfluence
percepLlons
LIIE EXPERIENtE
Lhe more maLure Lhe
more alLernaLlves he can
ldenLlfy
INDIIIDUAL kLILkLNCL
courage senslLlvlLy energy
creaLlvlLy
,n,ement
0ecition ,hin Ioolt
8aLlonal Model based on common goals
Lechnlcal compeLence and sequenLlal process
ollLlcal Model based on power self lnLeresL
Colleglal Model based on full parLlclpaLlon of
a communlLy consensus respecL
8ureaucraLlc Model based on hlsLorlcal
norms
arbage Can Model based on Lhe premlse of
pure accldenL colncldenLal unplanned
ueclslon Maklng 1ools
nenry Gannt
8ows of asslgned
responslblllLy
columns for Llme
frame
A llne ls drawn whlle
Lask ls ln progress
ueclslon Maklng 1ools
Dec|s|on mak|ng 1ree
Dseful when
chooslng from
2 cholces eg
uecldlng a meLhod
of care
ueclslon Maklng 1ools
L81 (rogram LvaluaLlon and 8evlew
1echnlque
lnvolves ldenLlfylng key acLlvlLles ln a
pro[ecL sequenclng Lhe acLlvlLles
asslgnlng Lhe duraLlon of each phase
ueslgned for an complex pro[ecL LhaL
lnvoles exLenslve research and
developmenL
SubLask musL be compleLed before
LoLal pro[ecL can be done
L81 CPA81
1PL 2 1?LS Cl LLAuL8
SICkMAL person ln leglLlmaLe or
offlclal auLhorlLy Lo acL Lhe asslgned role
SINICkMAL does noL have offlclal
sancLlon Lo dlrecL acLlvlLles and yeL
chosen by groups
Age, sen|or|ty,
8pec|a| competenc|es
1RE0RlE8 0F
LEA0ER8RlP
Great Man 1heory
holds LhaL some people are orn to
/eod whlle oLhers are born Lo be
led
lndlcaLes LhaL few people are born
wlLh Lhe necessary characLerlsLlcs
Lo be greaL
possess boLh instrumento/ ond
supportive /eodership behovior
lnstrumento/ octivities plannlng
organlzlng and conLrolllng Lhe acLlvlLles
of subordlnaLes Lo achleve goals
5upportive /eodership soclallyorlenLed
and allows for parLlclpaLlon and
consulLaLlon from subordlnaLes for
declslons LhaL concerns Lhem
Char|smat|c 1heory (s)
Pave a sLrong
convlcLlon ln Lhelr
own bellefs hlgh self
confldence and a need
for power
SplrlLual leaders
MahaLma andhl
Adolf PlLler
1ra|t 1heory (s)
LralLs could be obLalned Lhrough learnlng and
experlence
.-:.::.,.--.. -.-+--.. :.:,----,..--..
/.,/ .-.-,, :.-.: +- :+:e--.:.-+-:
e--:.,. are flve LralLs LhaL show conslsLenLly
poslLlve correlaLlons wlLh leadershlp
noL clear whlch LralLs are lmporLanL
hapter 9
opyright 2006 Vandeveer, Menefee,
Sinclair
63
SlLuaLlonal Leadershlp
Directive Behavior Low High
R4 R3 R2 R1
S1
S2
S3
S4
#eIationship Behavior
High
Able and
willing
Able, but
unwilling
Unable, but
willing
Unable and
unwilling
FoIIower #eadiness
Leader behaviors
Telling
Selling Participating
Delegating
Accordlng Lo Persey and 8lanchard Lhere are
four maln leadershlp sLyles
1e|||ng (S) Leaders Lell Lhelr people
exacLly whaL Lo do and how Lo do lL
Se|||ng (S) Leaders sLlll provlde
lnformaLlon and dlrecLlon buL Lheres
more communlcaLlon wlLh followers
Leaders sell Lhelr message Lo geL Lhe
Leam on board
art|c|pat|ng (S3) Leaders focus more on
Lhe relaLlonshlp and less on dlrecLlon
1he leader works wlLh Lhe Leam and
shares declslonmaklng responslblllLles
De|egat|ng (S) Leaders pass mosL of Lhe
responslblllLy onLo Lhe follower or group
1he leaders sLlll monlLor progress buL
Lheyre less lnvolved ln declslons
M eople aL Lhls level of maLurlLy are aL
Lhe boLLom level of Lhe scale 1hey lack
Lhe knowledge skllls or confldence Lo
work on Lhelr own and Lhey ofLen need
Lo be pushed Lo Lake Lhe Lask on
M aL Lhls level followers mlghL be
wllllng Lo work on Lhe Lask buL Lhey sLlll
donL have Lhe skllls Lo do lL successfully
M3 Pere followers are ready and wllllng
Lo help wlLh Lhe Lask 1hey have more
skllls Lhan Lhe M2 group buL Lheyre sLlll
noL confldenL ln Lhelr ablllLles
M 1hese followers are able Lo work on
Lhelr own 1hey have hlgh confldence
and sLrong skllls and Lheyre commlLLed
Lo Lhe Lask
Matur|ty Leve|
Most Appropr|ate Leadersh|p Sty|e
M1 Low maLurlLy
S1 1elllng/dlrecLlng
M2 Medlum maLurlLy llmlLed skllls
S2 Selllng/coachlng
M3 Medlum maLurlLy hlgher skllls buL
lacklng confldence
S3 arLlclpaLlng/supporLlng
M4 Plgh maLurlLy
S4 uelegaLlng
Lxerclse nC 1
Sl1DA1lCn oote oboot to leove fot oo
exteoJeJ bollJoy ooJ yoot tosks wlll be
booJleJ by oo expetleoceJ colleoqoe
nes vety fomlllot wltb yoot
tespooslbllltles ooJ bes exclteJ to Jo tbe
job losteoJ of ttostloq bls koowleJqe
ooJ skllls to Jo tbe wotk yoo speoJ
boots cteotloq o JetolleJ llst of tosks fot
wblcb bell be tespooslble ooJ
losttoctloos oo bow to Jo tbem
?our work geLs done buL youve damaged Lhe
relaLlonshlp wlLh your colleague by your lack
of LrusL Pe was an M4 ln maLurlLy and yeL
you used an S1 leadershlp sLyle lnsLead of an
S4 whlch would have been more approprlaLe
Lxerclse no2
l1uA1lON oove jost beeo pot lo cbotqe
of leoJloq o oew teom lts yoot fltst tlme
wotkloq wltb tbese people As fot os yoo
coo tell tbey bove some of tbe oecessoty
skllls to teocb tbe Jepottmeots qools
bot oot oll of tbem 1be qooJ oews ls
tbot tbeyte exclteJ ooJ wlllloq to Jo tbe
wotk
?ou esLlmaLe Lheyre aL an M3 maLurlLy level
so you use Lhe maLchlng S3 leadershlp sLyle
?ou coach Lhem Lhrough Lhe pro[ecLs goals
pushlng and Leachlng where necessary buL
largely leavlng Lhem Lo make Lhelr own
declslons As a resulL Lhelr relaLlonshlp wlLh
you ls sLrengLhened and Lhe Leams efforLs
are a success
Cont|ngency 1heory
1960s lred lledler
he argued LhaL a leadershlp sLyle wlll be
effecLlve or lneffecLlve dependlng on Lhe
slLuaLlon
SLaLes LhaL Lhere are oLher facLors ln Lhe
envlronmenL whlch lnfluence ouLcomes as
much as leadershlp sLyle
Leadersmembers relaLlon
lovolve tbe omooot of cooflJeoce
loyolty tbe followets bove
1ask sLrucLure
tefets to tbe qool ooJ pollcles ot
ptoceJotes %low Jlfflcolt to Jefloe
meosote ptoqtess towotJs ocblevemeot%
oslLlon power
ootbotlty oblllty to qlve tewotJs
poolsbmeot
aLhoal 1heory
8oberL Pouse
Pe Argued LhaL a person acLs as she does
because she expecLs her behavlor Lo produce
saLlsfacLory resulLs
people ote motlvoteJ wbeo tbey belleve tbot
tbey ote oble to cotty oot tbe wotk wblcb leoJ
to expecteJ ootcome
Leaders faclllLaLe Lask accompllshmenL by
rewardlng Lask compleLlon
aLhoal 1heory
S Leaders moLlvaLe followers by
1 D|rect|ve sty|e provlde sLrucLure Lhrough
dlrecLlons
2 Support|ve sty|eencouragemenL
aLLenLlon
3 art|c|pat|velnvolve followers ln declslon
maklng
4 Ach|evementor|entedconslders behavlor
1he 3 sLyles of LLAuL8SPl
1he 3 sLyles of LLAuL8SPl
1. Autocratic LveryLhlng ls deflned by
Lhe leader who Lells hls subordlnaLes whaL Lo do
and expecLs Lhem Lo
carry ouL hls declslons (commands)
rewards and punlshmenL
Adv good qua||ty outputconcern for the task
D|sadv ||tt|e autonomy creat|v|ty and se|f
mot|vat|on|ow concern for peop|e
Can be used ln emergencles
1he 3 sty|es of LLADLkSnI
. Democratic,consuitative
or Participative
S 1he leader fully shapes her declslonmaklng power
wlLh her subordlnaLes allowlng each member of
Lhe group Lo carry an equal voLe
S 1he leader consulLs wlLh subordlnaLes
S and encourages parLlclpaLlon from Lhemglves self
worLh
.Iaissez-
aire,Permissive,uitrabiiaterai
or the ree-rein
1he leader does noL use hls power glvlng
subordlnaLes a h|gh degree of |ndependence
ln Lhelr operaLlons
no plannlng non dlrecLlve chaos ls llkely Lo
develop unproduct|ve
1bese J styles of leoJetsblp folls oo
8nAvlOkAl 1nOk %ott lewlo%
1betefote 4 persons /eodership sty/e
hos o qreot deo/ of inf/uence on the
c/imote ond outcome of the work qroup
C0NTEMP0RARY
APPR0ACHES T0
LEADERSHIP
1ransact|ona| Leadersh|p
Weber() 8ass ()
focuses on Lhe
accompllshmenL
of day Lo day Lasks and
good worker relaLlonshlps
ln exchange for
deslrable rewards
1ransformat|ona| Leadersh|p
(Iames Mc Gregor 8urns)
ls a Lrue leader wbo
lospltes hls or her
Leam wlLh a shared
vlslon of Lhe fuLure
S1ransformaLlonal
leaders are hlghly
vlslble and spend o
/ot of time
communicotinq
Servant Leadersh|p 1heory
8oberL reenleaf ln hls 1970
leaders are servanLs flrsL and leaders laLer
llsLenlng empaLhy heallng relaLlonshlps
awareness commlLmenL Lo human resource
developmenL and commlLmenL Lo bulldlng
communlLy
Lmot|ona| Inte|||gence 1heory Lmot|ona| Inte|||gence 1heory
noward Gardner
LC embraces Lwo aspecLs of
lnLelllgence
Understand|ng yourse|f your goa|s
|ntent|ons responses behav|our
and a||
Understand|ng others and the|r
fee||ngs
SLudles* show
lor all levels of [obs Ll
compeLencles are Lwlce as
effecLlve as lC ln deLermlnlng
an lndlvldual's success raLe
1he hlgher Lhe level of a
poslLlon ln an organlzaLlon Lhe
more Ll seems Lo maLLer
LxecuLlve Leaders show an
83 correlaLlon beLween Ll
compeLency and success
Ll CompeLencles
Se|fAwareness
Se|fManagement
Soc|a| Awareness
ke|at|onsh|p
Management
Ll
SelfAwareness
knowlng one's lnLernal sLaLes preferences
resources and lnLulLlons
SelfManagemenL
Managlng one's lnLernal sLaLes lmpulses and
resources
Soclal Awareness
Awareness of oLher's feellngs needs concerns and
Lhe currenLs neLworks and pollLlcs of Lhe
organlzaLlon
Lmpathy
Crgan|zat|ona|
Awareness
Serv|ce
Cr|entat|on
8elaLlonshlp ManagemenL
Awareness of
one's effect on
others ab|||ty
to work
effect|ve|y and
eff|c|ent|y w|th
others
MulLlple lnLelllgence
8y nCWAkD GAkDNLk
roposed Lhe 8 dlfferenL lnLelllgences
L|ngu|st|c Learner
llkes Lo read wrlLe and Lell sLorles
ls qooJ ot memotlzloq oomes ploces Jotes
ooJ ttlvlo
learns besL by saylng hearlng and seelng
words
Log|ca|]Mathemat|ca| Learner
llkes Lo do experlmenLs flgure Lhlngs ouL
work wlLh numbers ask
quesLlons and explore paLLerns and
relaLlonshlps
ls good aL maLh reasonlng loglc and
problem solvlng
learns besL by caLegorlzlng
classlfylng and worklng wlLh absLracL
paLLerns/relaLlonshlps
3 Spat|a|
Learner
llkes Lo draw bulld
deslgn and creaLe Lhlngs
daydream look aL
plcLures/slldes waLch
movles and play wlLh
machlnes
ls qooJ ot lmoqloloq
tbloqs seosloq cbooqes
mozes/pozzles ooJ
teoJloq mops cbotts

4 8od||y]k|nesthet|c Learner
llkes Lo move around Louch
and Lalk and use body language
ls qooJ ot pbyslcol octlvltles
%spotts/Jooce/octloq% ooJ ctofts
Natura||st|c Learner
llkes Lo be ouLslde wlLh
anlmals geography and
weaLher lnLeracLlng wlLh Lhe
surroundlngs
learns besL by sLudylng
naLural phenomenon ln a
naLural seLLlng learnlng abouL
how Lhlngs work
Mus|ca| Learner
llkes Lo slng hum Lunes llsLen Lo muslc
play an lnsLrumenL and respond Lo muslc
ls qooJ ot plckloq op soooJs
temembetloq meloJles ootlcloq
pltcbes/tbytbms ooJ keeploq tlme
learns besL by rhyLhm melody and muslc
Interpersona| Learner
llkes Lo have loLs of frlends Lalk Lo people and [oln
groups
ls qooJ ot ooJetstooJloq people leoJloq otbets
otqoolzloq commoolcotloq moolpolotloq ooJ
meJlotloq coofllcts
learns besL by sharlng comparlng relaLlng
cooperaLlng and lnLervlewlng
Intrapersona| Learner
llkes Lo work alone and pursue own lnLeresLs
ls qooJ ot ooJetstooJloq self focosloq lowotJ oo
feelloqs/Jteoms followloq lostlocts potsoloq
lotetests/qools ooJ beloq otlqlool
learns besL by worklng alone lndlvlduallzed
pro[ecLs selfpaced lnsLrucLlon and havlng own space
uantum |eadersh|p
uescrlbed by orLer C'grady and Malloch
Leadershlp for new age
ConLrol ls noL Lhe lssue buL change domlnaLes
Lhe cllmaLe
ConLlnual movemenL and change ln reallLy
and creaLlvlLy