-NCM 411-P- Trans 1 - Leadership Theories.pdf

[NCM 411] NURSING LEADERSHIP AND MANAGEMENT LEADERSHIP THEORIES 1ST SEMESTER ┃A.Y. 2022-2023┃PRELIMS┃TRANS 1┃TRANSCRIBED BY APRIL TOM O. CUENCA NAME OF LECTURER: MR. TARCISIO B. CAND...

[NCM 411] NURSING LEADERSHIP AND MANAGEMENT LEADERSHIP THEORIES 1ST SEMESTER ┃A.Y. 2022-2023┃PRELIMS┃TRANS 1┃TRANSCRIBED BY APRIL TOM O. CUENCA NAME OF LECTURER: MR. TARCISIO B. CANDOG, JR., RN, MAN DATE OF LECTURE: SEPTEMBER 14, 2022 OUTLINE 3. INDIVIDUAL CHARACTER THEORY 1. Early Leadership Theories 3. Situational or Contingency Traits determine whether or not a person can be an effective leader a. Great Man Theory Theory Distinctive physical and psychological individual b. Trait Theory a. Paul Hersey and Kenneth characteristics account for leadership effectiveness: naturally c. Individual Character Theory Blanchard (Situational taller, attractive, intelligent, self-reliant and creative 2. Behavioral Theories Leadership Theory) Napoleon complex: alleged type of inferiority complex affecting a. Kurt Lewin (Field Theory of b. Fred Fiedler (Contingency some people are sort since Napoleon Bonaparte who was short, Human Behavior) Theory) went against this ideal of a leader b. Chris Argyris (Maturity Theory) c. Victor Harold Vroom and c. Alvin Toffler (Theory of the Yetton (Contingency BEHAVIORAL THEORIES Third Wave Society) Model/Theory) d. Rensis Likert (Likert d. Robert House (Path-Goal Concerned with what leaders do and act than who the leader is Management System) Theory) The actions of the leaders and not their mental qualities or traits e. Robert Blake and Jane Mouton make them leaders (Managerial Grid Model) Focus is moved from leaders to leadership Great leaders are made, not born People can become leaders through experience and observation LEADERSHIP THEORIES 1. KURT LEWIN A leader is one who knows the way, goes the way and shows the way (John Maxwell). A famous psychologist that proposed that worker’s behavior is A leader may or may not be assigned by the organization. influenced by interactions between the personality, the structure of the primary work group and the socio-technical climate of the workplace EARLY LEADERSHIP THEORIES Categorized leadership styles as (1) authoritarianism, (2) democratic, and (3) laissez-faire 1. GREAT MAN THEORY Developed the “Field Theory of Human Behavior” where people Assumes that the capacity for leadership is inherent act the way they do depending on self-perceptions and their Great leaders are born, not made environments. To understand a leader’s behavior or that of the Great leaders are heroic, mythic and destined to rise to leadership follower, one must look at the totality of the individual’s experience. when needed This individual carries perceptions that are valid and must be taken Examples: Sun Tzu, Genghis Khan, Aristotle, Kings of Great into account. Britain and Abraham Lincoln AUTHORITARIAN LEADERS 2. TRAIT THEORY Strong control is maintained over the work group Assumes that people inherit extraordinary qualities and traits that Others are motivated by coercion make them better suited to leadership Others are directed by command They have special traits that make them leaders: tireless Communication flows downward ambition, zest for life, great orator skills, irresistible looks and Decision making does not involve others extremely persuasive Emphasis is on difference in status (“I” and “you”) Almost similar to the “Great Man Theory” since it is believed that Criticism is punitive leaders are born with special traits Examples: Pope John Paul II, Mother Teresa, Margaret Thatcher, DEMOCRATIC LEADERS Nelson Mandela, Gandhi Less control is maintained Stogdill (1974) found that leaders tend to be higher than non- Economic and ego awards are used to motivate leaders on: (1) intelligence, (2) dominance, (3) self-confidence, (4) Others are directed through suggestion and guidance activity level and (5) knowledge on the task. Communication flows up and down Reeves (2001) noted that leaders possess these traits: (1) Decision making involve others emotional stability and composure, (2) admitting error, (3) good Emphasis is on “we” rather than “I” and “you” interpersonal skills and (4) intellectual breadth Criticism is constructive Gardner (1993) also said that decisiveness, trustworthiness, self- confidence, capacity to motivate people, skills in dealing with people, task competence among others make up traits LAISSEZ-FAIRE LEADERS Permissive with little or no control REEVES: TRAITS OF THE LEADER Motivation by support when requested by the group or individuals 1. Emotional stability and composure: Calm, confident and Provision of little or no direction predictable when under stress Communication upward and downward flow among members of the 2. Admitting error: Owning up to mistakes rather than covering up group 3. Good interpersonal skills: Can communicate and persuade others Decision making dispersed throughout the group without resorting to negative or coercive tactics Emphasis is on the group 4. Intellectual breadth: Understands wide range of areas rather than Criticism is withheld narrow area of expertise TRANSCRIBED BY APRIL TOM O. CUENCA 1  KURT LEWIN PROPOSED THAT CHANGE UNDERGOES THREE 4. RENSIS LIKERT STAGES Best known for the development of the Likert Scales and the 1. First stage: Unfreezing Linking Pin Model. People in the organization made aware of problems or The model hopes to achieve regularity of practice which would performance gap and need for change. Diagnosis stage is reinforce the organizational structure laid down by the often driven by a change agent organization. The competence and synergy of all the efforts of the 2. Second stage: Changing workers would lead to the achievement of common purposes and People experiment with new workplace behavior to deal with goals. needed change. Intervention stage. Likert gave special attention to the impact of leaders’ behaviors on 3. Third stage: Re-freezing workers motivation and the performance of groups. This leads to People employ new skills and attributes and are rewarded by the identification of the four main styles of leadership which he organization. Changes are institutionalized in the corporate called “Four Systems Approach”. culture Linking Pin Model: Concept of the ideal work relationship of workers in an organization. 2. CHRIS ARGYRIS Developed the organizational design: Organizational psychologist who studied the way people in 1. Superiors and subordinates trust each other. organizations act and react with each other. 2. Information flows freely downward and laterally. 3. Group participation sets high and realistic goals. 4. Decisions are done through democratic process. 5. Training human resources and control is done often. Developed the concepts on: 1. Ladder of Inference: When communicating one needs to communicate not just subjective conclusions but also the LIKERT’S FOUR (4) TYPES OF MANAGEMENT SYSTEMS objective reasoning process and assumptions that underline 1. EXPLOITATIVE-AUTHORITATIVE the conclusions. Otherwise, the real sources of disagreement Management uses fears and threats; communication is top will not be known which is usually lie in one’s assumptions down with most decisions taken at the top; superiors and rather than conclusions. subordinates are distant. ✓ It is based on the idea that the individuals interpret data a. Least effective performance to make meaning and make sense of it. b. Managers show little confidence in staff associates and ✓ With the available data, one then selects to process, ignore their ideas. interpret, and finally draw up conclusions. c. Staff associate do not feel free to discuss their jobs with ✓ The conclusions that are drawn are not objective but the manager. subjective. At each step, there is bias in the process d. Responsibility for the organization’s goal is at the top; depending on the person’s experience. goals are established through orders 2. Double loop learning: Saw learning as a process of 2. BENEVOLENT-AUTHORITATIVE defecting and correcting errors. Focus is on solving problems Management uses rewards; information flowing upward is that are complex and ill-structured and which can change as restricted to what management wants to hear and whilst policy problem-solving advances. decisions come from the top, some prescribed decisions may ✓ This concept has an impact in nursing profession. be delegated to lower levels, superiors expect subservience ✓ It would mean questioning the age-old ways of doing lower down things that never works anyway but are continued for a. The manager is condescending to staff associates various reasons. b. Staff associates ideas are sometimes sought after but they do not feel very free to discuss their jobs with the manager 3. ALVIN TOFFLER c. Top management and middle management are A futurist known for his works discussing the digital revolution, responsible for setting goals communications revolution, corporate revolution and technological d. Decisions are made at the top with some delegation singularity. e. Staff associates are occasionally consulted for problem Categorized the changes in cultural behavior and civilization in solving terms of "waves" such as the first wave, second wave, and third 3. BENEVOLENT-AUTHORITATIVE waves. Management offers rewards, occasional punishment, big decisions come from the top while there is some wider decision-making involvement in details; and communication is downward while critical upward communication is cautious a. The manager has substantial confidence in staff associates b. Their ideas are usually sought and they feel free to discuss their work with the manager c. Responsibility for setting goals is fairly general. d. Managers are quite familiar with the problem faced by their staff associates TRANSCRIBED BY APRIL TOM O. CUENCA 2 4. PARTICIPATIVE Characteristics: The leader concentrates almost exclusively Management encourages group participation and involvement on achieving results. People are viewed as a commodity to be in setting high performance goals with some economic used to get the job done. Communication is de-emphasized rewards; communication flows in all directions and is open and and conflict is resolved by suppressing it. Leadership is frank; decision making through group processes with each controlling, demanding and over-powering. group linked to others by persons who are members of more Results: This dictatorial style is based on Theory X of than one group called linking pins; and subordinates and Douglas McGregor, and is commonly applied by companies superiors are close to each other. The result is high productivity on the edge of real or perceived failure. This is used in case of and better industrial relations. crisis management. So, while high output is achieved in a short a. Associated with the most effective performance time, it becomes costly as there is high labor turn-over. b. Managers have complete confidence in their staff 4. MIDDLE OF THE ROAD STYLE associates Description: Leaders try to balance between company goals c. Ideas are always sought and worker’s needs. By giving some concern to both people d. Managers are very well informed about the problems and production, leaders who use this style hope to achieve faced by their staff associate and decision making is well acceptable performance. integrated throughout the organization with full Characteristics: This leader is a compromiser who wants to involvement of staff associates maintain the status quo and avoid any problems. The leader is aware of and wants to focus on productivity but not at the 5. ROBERT BLAKE AND JANE MOUTON expense of the morale of the team. The Managerial Grid Model was conceptualized by Dr. Robert R. Results: Leader comprises in which neither production and the Blake (1918- 2004) and Dr. Jane S. Mouton (1930-1987) people’s needs are met. Developed the Managerial Grid Model which attempts to 5. TEAM STYLE conceptualize management in terms of relations and leadership Description: Leaders who use this style rely heavily on making styles. employees feels as a constructive part of the organization. a. Leaders lay somewhere along the continuum of concern for Characteristics: Leader pays high concern for both people productivity to concern for people and production. Leaders encourage teamwork and b. There is no ‘one best way’ of leadership commitment among employees. The leader may be c. Different styles are needed for different situations. characterized as open-minded, flexible and one who inspired d. Identified the five (5) different leadership according to the involvement. varying emphasis on each of the two dimensions: (1) Results: The leader achieves high work performance through impoverished style, (2) country club style, (3) produce or “leading” the people to become dedicated to the organizational perish style, (4) middle of the road style and (5) team style. goals. There is a high degree of participation and teamwork, Consists of two behavioral dimensions: concern for task or which satisfies the basic need of people to be involved and production and concern for people committed to their work. 1. Concern for task or production: Leader cares little about people and operates in fear of something going wrong. The SITUATIONAL OR CONTINGENCY THEORY focus of the leader is on achieving results and productivity. Are theories that believe in different types of leadership for different 2. Concern for people: Leader cares a little about productivity situations and operates wholly from a desire to be loved and approved It is also called contingent theories because the leadership style of. would be dependent on the situation that a leader is faced at the moment 1. IMPOVERISHED STYLE Proponents: Paul Hersey, Kenneth Blanchard, Fred Fiedler, Description: Leaders have low concern for both people and Victor Harold Vroom and Yetton, Robert House production. This style is used to avoid getting into trouble. Different situations demand different types of leadership. Characteristics: Main concern is not to be held responsible for Situation: Set of values and attitudes with which the individual or any mistakes which results in less innovative decisions. This group has to deal in a process of activity and with regard to which leader is indifferent, non-committal, resigned and apathetic. this activity is planned and its results appreciated. Leaders just do enough to keep their job. Results: Disorganization, dissatisfaction, disharmony among 1. PAUL HERSEY AND KENNETH BLANCHARD people due to lack of effective leadership 2. COUNTRY CLUB STYLE Developed the situational leadership theory Description: Leader has a high concern for people and a low Leaders should adapt their style to follower development style concern for production. Leaders using this style pay much (maturity), based on how ready and willing the follower is to attention to the security and comfort of the employees, in hopes perform required tasks. that this would increase performance. Their readiness depends on their competence and motivation. Characteristics: The leader is attentive to his/her people’s Identified four leadership style (S1 to S4) that match the needs and has developed satisfying relationships and work development levels (D1 to D4) of the followers. culture, but at the expense of achieving results. The leader is defined as agreeable, eager to help, non-confrontational, FOUR (4) LEADERSHIP STYLES comforting and uncontroversial. 1. Style 1: Directing and Telling Leaders Culture embedded within; climate is the situation The leaders define the roles and tasks of the follower, and Results: Atmosphere is usually friendly, but not necessarily supervises them closely. Decisions are made by the leader and that productive announced, so communication is largely one way. 3. PRODUCE OR PERISH STYLE (AUTOCRATIC) 2. Style 2: Coaching or Selling Leaders Description: With a high concern for production, and a low The leader still defines roles and tasks, but seeks ideas and concern for people, leaders using this style find employee suggestions from the follower. Decisions remain the leader’s needs unimportant; they provide their employees with money prerogative, but communication is much more than two ways. and expect performance back. Managers using this style also 3. Style 3: Supporting or Participating Leaders pressure their employees through rules and punishments to The leader passes day to day decisions, such as task allocation achieve the company goals. and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. TRANSCRIBED BY APRIL TOM O. CUENCA 3 4. Style 4: Delegating Leaders After weighing up various contingencies a leader can choose Control is with the follower. The follower decides when and how to: the leader will be involved. a. Decide on their own, and if necessary, sell their decision b. Consult some staff members individually, gathering some informal ideas and then make the decision themselves. c. Consult the staff as a group, gathering their suggestions but still making the decision themselves. d. Facilitate a meeting where they define the problem and set the limits within which a decision needs to be made, and then uses a concensus approach to make a decision. e. Delegate the decision-making process either to the team or individual responsible for enacting the decision. 4. ROBERT HOUSE The Path-Goal Theory was developed by Robert House, a leader adopts a certain leadership style such as: (1) directive leadership, (2) supportive leadership, (3) participative leadership and (4) achievement-oriented leadership. Proposed the Path-Goal Theory of Leadership: 1. Directive leadership: Specific advice is given to the group and ground rules and structure are established 2. Supportive leadership: Good relations are promoted with the group and sensitivity to the subordinates’ needs is shown 3. Participative leadership: Decision making is based on consultation with the group and information is shared with the group 4. Achievement-oriented leadership: Challenging goals are set and high performance is encouraged while confidence is shown in the group’s ability 2. FIEDLER CONTINGENCY MODEL Developed by Fred Fiedler which focused on the personality and relationship between the leader and group members, programming of group’s assignment and positional power of the leader. Fiedler believed that the leader’s personal characteristics are stable and therefore, so is the leadership styles. He believed that there is no single approach that could provide an adequate solution for the various management problems. It is a leadership theory that moved from research of traits and personal characteristics of leaders to leadership styles and behaviors. The model exemplifies task-oriented leadership style. The leader has a great influence or power over group members. TASK-ORIENTED LEADERSHIP STYLE 1. Leader-member relation: refers to how well the manager and the workers get along 2. Task structure: refers to how the nature of the job to be done is highly structured or fairly unstructured or somewhere in between 3. Leader’s position power: refers to how much legitimate authority does the leader-manager possess 3. VICTOR HAROLD VROOM AND YETTON (DEMOCRATIC) Suggested that the selection of a leadership style will determine decision making Effectiveness of decision making is affected by: importance of the decision quality and acceptance, amount of relevant information possessed by the leader and the subordinates, the likelihood that subordinates will accept an autocratic decision or cooperate in trying to make good decision if allowed to participate, amount of disagreement among subordinates with respect to their preferred alternatives. Participative model provides a set of rules or norms that determine how participatory a leader should be when making decisions It is democratic due to consultation TRANSCRIBED BY APRIL TOM O. CUENCA 4