Leadership and Management NCM 119 PDF

Leadership and Management NCM 119  LEADERSHIP MANAGEMENT Use position-to-position (superior-to-subordinate) Use person-to-person influence...

Leadership and Management NCM 119  LEADERSHIP MANAGEMENT Use position-to-position (superior-to-subordinate) Use person-to-person influence Influence Inspire others to follow Require others to comply Operate outside of organizational rules, policies, and Operate within organizational rules, regulations, procedures policies, and procedures Take Initiative to lead Are give a position  LEADERSHIP FOLLOWERSHIP Followership is not a passive role. On the contrary, the most A social influence process where leaders use valuable follower is a skilled, self-directed employee, one who interpersonal behaviors to insipre followers to oblige and participates actively in setting the group’s direction, invests his give their best effort to contribute to group goals or her time and energy in the work of the group, thinks critically, and advocates for new ideas (Grossman & Valiga, 2000). TYPES OF LEADERS TYPES OF FOLLOWERS Independent and thinks critically Passive They do not use their strengths to help the Formal or Appointed Informal Alienated team achieve its goals Have something to offer but choose not to do so. Passive and dependent Chosen by the Does not have official Tend to do as they are told Administrarion and given Sanction, chosen by the Sheep Does not think critically and leaves the official or authority to act. group itself. thinking to their leader  LEADERS TYPES OF FOLLOWERS Active but dependent Yes Do not think critically Follower Conformist Major concern is avoiding conflict Chameleonic Behavior They go with the flow, following the path GREAT LEADERS START OFF AS GREAT Survivor of least resistance FOLLOWERS! Playing it safe rather than taking a risk Greatest fear is making a mistake Proactive, independent Able to think critically Effective Dynamic Follower Respects leader’s authority  INDEPENDENT, CRITICAL THINKING ALIENATED EFFECTIVE PASSIVE ACTIVE SURVIVOR YES SHEEP FOLLOWER DEPENDENT, UNCRITICAL THINKING  ELEMENTS OF LEADERSHIP A professional and purposeful vision of the leader that provides direction VISION towards the preffered future INFLUENCE Inspiring, enlivening and engaging others to participate AUTHORITY Right and a power to influence the behavior or efforts of others RESPONSIBILITY An obligation to do what is expected of a person in authority ACCOUNTABILITY The answerability of the subordinate to his superior for his work performance The ability to impose the will on others to bring about certain behaviors. Most POWER important ingredient of a leader or manager in an organization.  TYPES OF POWER LEGITIMATE POWER EXPERT POWER REFERENT POWER Derived from the position a Derived from the knowledge and skills Power derived from how much others nurse holds in a group, and it they posses. respect and like any individual, group, indicates the nurse’s degree of or organization. authority. REWARD POWER CONNECTION POWER COERCIVE POWER Using reward to influence Power that comes from personal and The ability to administer of punishment people to change behavior. professional relationships enhancing or disciplinary actions against others to Incentives the leader can one’s resources and capacities. influence them in changing behavior. provide for the subordinates and value by the group  THEORIES OF LEADERSHIP GREAT MAN THEORY CHARISMATIC LEADERSHIP THEORY Max Weber Aristotlean Philosophy (1900 -1940) The charismatic leader inspires others by acquiring The great man theory indicates that a few people emotional commitment from followers and by arousing are born with the necessary characteristics to be strong feelings of loyalty and enthusiasm. great. Charismatic leaders tend to have a strong conviction in Great and effective leaders in any situation their own beliefs, high self-confidence, and a need for possess both instrumental and supportive power. They tend to set example by behavior, leadership behavior. communicated high expectations to followers and 1. Instrumental activities: planning organizing, and express confidence in them, and arouse motives for the controlly the activities of subordinates to achieve group’s mission. goals. Followers of a charismatic leader tend to trust the 2. Supportive leadership: socially oriented, and leader’s belief, have similar beliefs, exhibit affection of allows for participation and consultation from the leader, and are emotionally involved in and believe subordinates for decisions that concerns them. they can contribute to the mission.  THEORIES OF LEADERSHIP TRAIT THEORY SITUATIONAL THEORY Traits are earlier thought to be inherited but later Suggests that traits required of a leader differ according research indicates that traits could be obtained to varying situations. through learning and experience. These variables are: personality of the leader; Leadership traits are: energy, drive, enthusiasm, performance requirements of both the leader and ambition, aggressiveness, decisiveness, self- followers; degree of interpersonal contact possible; time assurance, self-confidence, friendliness, affection, pressures; physical environment; organizational honesty, fairness, loyalty, dependability, technical structure; nature of the organization; state of the mastery, and teaching skills. organization’s development; and the influence of the Other common traits: leader outside the group 1. Leaders are more intelligent than the group that A person may be a leader in one situation and a follower they lead in another, and vice versa, because the type of 2. Must possess initiative, ability to perceive, and start leadership needed depends on the situation. courses of action not conceived by others 5 kinds of leaders: natural leader, charismatic leader, 3. Creativity and originality rational leader, consensus leader, and the leader who 4. emotional maturity with integrity dominates by the force or fear. 5. Adequate communication skills  THEORIES OF LEADERSHIP CONTINGENCY THEORY HERSEY AND BLANCHARD (1977) Claims that there is no one best leadership style Leadership style is matched to the individual’s Inroduced by Fred Fiedler and indicates that leadership will or group’s level of task relevant to readiness, be effective or ineffective depending on the situation. therefore, leadership style is most appropriate Identified 3 aspects of a situation that structure a leader’s in each situation on the basis of the followers’ role: maturity. 1. Leader-member relationship: involves the amount of confidence and loyalty the followers have with regard to their leader. TANNENBAUM AND SCHMIDT (1958) 2. Task structure: high if it is easy to define and measure a task. The structure is low if it is difficult to define the task and Suggests that leaders need varying mixtures to measure the progress towards its completion. of autocratic democratic leadership behavior. 3. Position power: authority inherent to the position, the power The main determinants of leadership style to use rewards and punishment, and the organization’s includes: support of the leader’s decision. 1. The nature of the situation, 2. The skills of the manager, and 3. The abilities of the group members.  THEORIES OF LEADERSHIP PATH GOAL THEORY HOLLANDER (1978) Derived by House from the Expectance theory and Leadership is a dynamictwo-way process, states indicates that people act as they do because they that leaders and followeers have roles both expect their behavior to produce satisfactory results. outside of the leadership situation which may be The leader facilitates task accomplishment by both influenced by events occuring in their other minimizing role. Obstructions to the goals and by rewarding followers for Leadership exchange has three basic elements: completing their tasks. the leader, the follower and the situation. KANTER (1989) SITUATIONAL LEADERSHIP THEORY “Title and position authority were no longer sufficient to Predicts that the most appropriate leadership style mold a workforce where subordinates are encouraged to from the level of maturity of the followers. think for themselves, and instead managers must learn Consistent with Cris Argris’ immaturity-maturity to work synergistically with other. continuum SITUATIONAL LEADERSHIP THEORY  THEORIES OF LEADERSHIP TRANSACTION LEADERSHIP TRANSFORMATIONAL LEADERSHIP Identifies the needs of the followers and provides rewards to meet those in exchange for expected performance. It is a contract for mutual benefits that has contingent rewards. The leader is the caretaker who sets goals for employees, Fosters employee development, attends to needs and focuses on day-to-day operations and uses management by motives of followers, inspires through optimism, exception. influences changes in perception, provides intellectual Competitive, tas-focused approach in the hierarchy. stimulation, and encourages follower creativity. The leader is a role model who uses individualized Consideration, gives a sense of direction, and promotes SERVANT LEADERSHIP self-management. Cooperative, process-focused networking. Robert Greenleaf (Greenleaf, 1991) Leadership originates from a desire to serve and that while serving, one may be called to lead. Has three characteristics: empathy, awareness, and persuasion Five Levels of Leadership By John Maxwell CONFLICT MANAGEMENT CONFLICT Inevitable and can be constructive or destructive. Conflict is a warning to management that something is wrong, and it should stimulate a search for new solutions through problem solving, the clarification of objectives, the establishment of group norms, and the determination of group boundaries. - eliminating conflict is not necessary, managing it, however, is necessary for a manager.  APPROACHES TO CONFLICT Mutual trust is the basic foundation of conflict resolution Creates bad situation through unassertive and uncooperative measures since the conflict is not addressed. May be appropriate: when the other party is more powerful, the issue is unimportant, goal is not attainable, AVOIDING cost of dealing with conflict is higher than benefit, the issue should be resolved by another, more information is needed, or when one wishes to reduce tension and gain composure. Cooperative but unassertive. It is self-sacrificing (opposite of competing) since it neglects one’s own needs to meet the goals of other party. ACCOMMODATING Appropriate when the opponent is correct, the opponent is more powerful, or the issue is of more importance to someone else. can be used when preserving harmony is important or when collecting social credits for later. Moderates both assertiveness and cooperation Addresses a problem more effectively than avoidance but less than collaboration. COMPROMISING Both parties feel than they sacrificed something and thus feels partially satisfied Useful for reaching expedient answers for limited periods when the goals are only moderately important, and the parties have equivalent power. Assertive and cooperative and contribute to effective problem solving because both parties try to find mutual satisfying solutions. Integrates insights from different perspectives with the commitment developed through participation and COLLABORATING the resolution of hard feelings. May take more time. However, it is the most effective method of conflict resolution used for important issues and interpersonal problems.  APPROACHES TO CONFLICT Mutual trust is the basic foundation of conflict resolution Disagreements are ignored so that peace and harmony is maintained SMOOTHING Complimenting one’s opponent, downplaying differences, and focusing on minor areas of disagreement Appropriate in solving minor problems but issues remain unsolved and may later resurface One party is removed making it possible to resolve the issue WITHDRAWING Produces same results as smoothing Power-oriented mode that is assertive but uncooperative (Aggressively pursues own goal at another’s expense) COMPETING Appropriate when quick or unpopular decision is needed, when the person is very knowledgeable and able to make a sound decision, or to protect oneself from other aggressive people. Yields an immediate end to the conflict but leaves the cause of conflict unresolved FACING Appropriate in life-or-death situations WIN-LOSE LOSE-LOSE WIN-WIN Position power, mental or physical power, failure Compromise, bribes, arbitration, and Consensus, problem solving, and to respond, majority rule, railroading, and general rules collaborating competing