Developing Leadership - Part 1 PDF

Chapter 3: Developing Leadership- Part 1 By: Dr. Wafa’a Ta’an  Leadership Leadership is the process of guiding, teaching, motivating, and directing the activities of others toward attaining goals. Leaders are in the front, moving forward, taking risks, and challenging the stat...

Chapter 3: Developing Leadership- Part 1 By: Dr. Wafa’a Ta’an  Leadership Leadership is the process of guiding, teaching, motivating, and directing the activities of others toward attaining goals. Leaders are in the front, moving forward, taking risks, and challenging the status quo. It Involves having the ability to influence others. Leadership often involves moving into a position because of special abilities, skills or attributes. It could be formal or informal within the organization.  Management Management is the process of leading and directing all or part of an organization through the deployment and manipulation of resources. Management involves the coordination and integration of resources through the activities of planning, organizing, directing, and controlling in order to accomplish specific goals and objectives within an organization. Management positions tend to be ones to which an individual is appointed.  Typically, a manager has responsibility and accountability for tasks that must be accomplished, and to fulfill those responsibilities plans, hires, coordinates, directs, organizes, evaluates, and budgets. If an individual functions poorly in the management role, the tendency within organizations is to replace that person with someone who can carry out the responsibilities in a more effective manner.  Ideally, a good manager should also possess leadership abilities, but this does not always occur. On the other hand, a good leader may not possess management skills. However, both can be learned and improved by experience and the desire to increase your abilities and skills in both areas. Nurses must understand leadership and management as an important part of their responsibilities and must prepare themselves to participate at all levels.  THEORIES OF LEADERSHIP AND MANAGEMENT Theorists’ views of what successful management (or leadership) is and what it should be have changed repeatedly in the last 100 years. THEORIES OF MANAGEMENT THEORIES OF LEADERSHIP  Situational and The Great Man Contingency Theory/Trait Leadership Theories Theories Historical 1900–1940 1950–1980 Development of Leadership Theory (1900 1940–1980 1970 to Present to Present) Behavioral Interactional Theories Leadership Theories The Great Man Theory/Trait Theories (1900 to 1940) The Great Man theory, from Aristotelian philosophy, asserts that “some people are born to lead, whereas others are born to be led. Set forth the premise that certain people are born to be leaders, having inherited a set of innate characteristics that endow them with the unique ability to lead others. This theory grew because the ability to lead others was often seen within royal and prominent families. Others were not allowed to become leaders, a fact that also helps explain its premise. Currently most people do not accept the idea that an individual is born to lead. The Trait or Attribute Theory The Trait theory evolved from the Great Man Theory of leadership when social and economic barriers no longer prevented members of the general public from occupying leadership roles. Behavioral scientists began to identify the common traits of great leaders throughout the ages.  The Trait theory evolved from the Great Man Theory of leadership when social and economic barriers no longer prevented members of the general public from occupying leadership roles. Behavioral scientists began to identify the common traits of great leaders throughout the ages. These Traits Frequently Included:  The trait theory lost appeal because it failed to look at the situation in which action was occurring, neglected the role of the follower and didn’t consider the importance of the group situation. Leaders in one situation may function as followers in another Leaders who are effective in some circumstances calling for sociability, popularity and dependability are ineffective in others that require prompt and decisive actions. Behavioral Theories (1940 to 1980) Will be discussed in details next lecture.  Situational and Contingency Leadership Theories (1950 to 1980)  Leader-Member Relation: The degree of confidence, trust, and Situational respect subordinates have in their leader. and Contingency Theory Task Structure: The degree to which the job assignments are procedurized. Focus is on the context or the situation in which Position Power: the leader Influence derive from one’s formal functions structural position in the organization; include power to hire, fire, discipline, promote, and increase salary. Interactional Leadership Theories (1970 to Present) Schein’s model had the following assumptions:  1. Define a leader as one who motivates follower to perform at their full potential. Process theories 2. By influencing change looked at in perception and leadership as it providing a sense of direction in a group. related to group interaction. 3. Group members are empowered and For example: motivated and provide input to decision making, Transformational and Leadership Theory 4. Leaders and followers raise one another to higher levels of performance. End of First Lecture