THEORIES OF LEADERSHIP

The major leadership theories can be

classified according to the following
approaches.
1. BEHAVIORAL APPROACH
2. CONTINGENCY APPROACH
3. CONTEMPORARY APPRAOCH

BEHAVIORAL APPROACH
Autocratic leadership - passive and permissive, and the
- involves centralized decision making, leader defers decision making or
with leader making decisions and using leave it to the group.
power to command and control others. - lack of central direction and control.
- maybe dictatorial and complete - manager wants everyone to feel
disregard for others. good including himself.
- Emphasis is on difference in status (“I”
and “You”) 2 BASIC LEADER BEHAVIOR
Employee Centered
Democratic leadership
- is participatory, and authority is
delegated to others. The democratic
leader uses expert power and power

- Focus on human needs of

subordinates.
Job – Centered leaders
- Focus on schedules, cost,
efficiency resulting in lack of
attention to developing work and
base afforded by having close, personal high performance goals.
relationships to be influential.
- people oriented
- less controlling
- every group member participates in
decision making. 2 DIMENSIONS OF LEADER BEHAVIOR
Initiating Structure
Laissez-faire leadership
- leaders who focus on initiating structure  Task structure means the degree to
are concerned with how work is organized which work is defined with specific
and on the achievements of the goals. procedures, explicit directions, and
goals.
Consideration
 Position power is the degree of
- the leader is involved in creating a
formal authority and influence
relationship that fosters communication and
trust as a basis for respecting other people associated with the leader
and their potential contribution. B. Hersey and Blanchard’s
Situational Theory
 Situational leadership theory
Managerial Grid (Blake and Mouton 1985) emphasizes follower
Five Styles: readiness as a factor in
determining leadership style.
1. Low production and people concern; Follower readiness, called
authority compliance leader maturity, is assessed in order
2. High production concern and low to select one of four
people concern; country club leader leadership styles for a
3. High people concern, but low situation:
production concern; middle off the  High task behavior and low
road leader relationship behavior is called
4. For moderate concern in both a Telling leadership style.
dimensions; team leader  High task, high relationship is
5. For high production and people called a Selling leadership
concern style
 Low task and high relationship
is called Participating
2. Contingency Approaches leadership style
 Contingency theory acknowledges  Low task and low relationship
that other factors in the environment is called Delegating style of
influence outcomes as much as leadership
leadership style and behavior Four different levels of maturity

A. Fielder’s Contingency Theory  M1: Group members lack the

 Fiedler’s theory views leader knowledge skills, and willingness to
behavior as dependent upon the complete the task
interaction of the leader’s personality  M2: Group members are willing and
and needs of the situation. enthusiastic, but lack the ability.
 Leader-member relations are the  M3: Group members have the skills
feelings and attitudes of followers and capability to complete the task,
regarding acceptance, trust, and but are unwilling to take
credibility of the leader. responsibility.
 M4: Group members are highly D. Substitutes for Leadership
skilled and willing to complete the  Substitutes for leadership are
task variables that may influence or have
an effect on followers to the same
C. Path-Goal Theory extent as the leader’s behavior:
 In this leadership approach, the o Experience, ability, training
leader works to motivate followers o Professionalism
and influence goal o Structure, routine tasks
accomplishment. o Feedback provided by the
o Directive Style provides task
structure through direction o Intrinsic satisfaction
and authority; leader is o Cohesive group
focused on the task and o Formalized organization
getting the job done.
3. Contemporary Approaches
o Supportive Style is
relationship-oriented; the  Approaches that could lead to the
leader provides process of transforming change.
encouragement, interest, and
B. Charismatic Leadership Theory
attention.
o Participative Style focuses  Charismatic leaders display self-
on involving followers in the confidence, have strength in their
decision-making process. convictions, and communicate high
o Achievement-oriented Style expectations and their confidence in
provides high structure and others. They have been described as
direction as well as high emerging during a crisis,
support through consideration communicating vision and using
behavior personal power and unconventional
strategies.
C. Transformational Leadership
 Transformational Leadership theory
is based on the idea of empowering
others to engage in pursuing a
collective purpose by working
together to achieve a vision of a
preferred future.
 Two types:
o Transactional Leader –
concern with day to day
operations
o Transformational Leader
 Committed to a vision
that empowers others,
 motivate others by Servant Leadership
behaving in
 Leadership originates form a desire
accordance with
to serve
values, providing a
vision that reflects  Occurs when peoples need take
mutual value. priority, when those being served
 Commits people to “becomes healthier, wiser, more
action, who converts autonomous, and more likely
followers into leaders themselves to become servant.
and who converts  Have substantive appeal for nursing
leaders into change leadership because nursing is
agent. (Bennis and founded on principles of caring,
Nanus) services and the growth and health
of others.
D. Relational Leadership
 Known as relationship-
oriented or connective 4. Great Man Theory (Aristotelian
leadership Philosophy)
 Value collaboration and  “Leaders were born, not made”
teamwork; interpersonal skills Asserts that some people are born to
are used to promote led, where as, others were born to be
collegiality in achieving led.
organizational goals.  People are said to have possessed
 Its purpose is to better innate characteristics that made
coordinate and integrate them great leaders.
patient care services in caring,  Displays both instrumental and
non competitive manner. supportive behavior

E. Shared Leadership 5.Trait Theory

 Based on empowerment Trait Theory – Studies focused on the
principles of participative and personal trait of leaders and attempted to
transformational leadership identify a set of individual characteristics or
 Essential elements include traits that distinguished leaders from
relationship, dialogues, followers and successful from unsuccessful
partnership and understanding leaders.
boundaries.
 Different issues calls for different
leaders or experts. Appropriate STOGDill’s trait factor
leadership emerges in relation to
the current challenges of the work  Intelligence and scholarship
unit or organization.  Physical trait
 Personality
 Social status and experience
  Task orientation Gardner’s leadership attributes
 Physical vitality and stamina
 Intelligence and action oriented
CHARACTERISTICS OF AN EFFFECTIVE
judgment
LEADER (Stogdill)
 Eagerness to accept responsibility
 Self confidence  Task competence
 Strong drive for responsibility  Understanding of followers and their
 Ability to complete task needs
 Energy  Skills in dealing with people
 Willingness to accept consequences  Need for achievement
of decisions and actions  Capacity to motivate people
 Acceptance of interpersonal stress  Courage and resolutions
 Tolerance of frustrations and delay  Trustworthiness
 Ability to influence behavior  Decisiveness
 Ability to structure social interactions  Self-confidence
to accomplish purposes  Assertiveness
 Venturesome and originality  Adaptability/flexibility
 Excessive analysis

21 INDISPENSABLE QUALITIES OF A
Gheselli’s personal trait LEADER (John C. Maxwell)
A. VERYT IMPORTANT TRAITS: 1. CHARACTYER
 Decisiveness 2. CHARISMA
 Intellectual capacity 3. COMMITMENT
 Job Achievement orientation 4. COMMUNICATION
 Self Actualization feelings 5. COMPETENCE
 Self confidence 6. COURAGE
 Management Abilities 7. DISCERNMENT
8. FOCUS
B. MODERATELY IMPORTANT 9. GENEROSITY
TRAITS 10. INITIATIVE
 Affinity for working class 11. LISTENING
12. PASSION
 Drive and initiative
13. POSITIVE ATTITUDE
 Need for a lot of money
14. PROBLEM-SOLVING
 Need for job security
15. RELATIONSHIPS
 Personal Maturity
16. RESPONSIBILITTY
17. SECURITY
18. SELF-DISCIPLINE
19. SERVANTHOOD
20. TEACHABILITY
 21. VISION 3. Possess self-awareness and uses
this understanding to recognize both
QUALITIES/CHARACTERISTICS OF
personal needs and needs of other
AN EFFECTIVE NURSE LEADER
people
(Magnet Hosp)
4. Communicates clearly and
 Visionary and Enthusiastic effectively.
 Supportive and knowledgeable 5. Mobilizes adequate energy of
 High standards and expectations leadership activities
 Value education and professional 6. Takes action
development
 Demonstrate power and status in
the organization Three Important Skills of a Leader
 Visible and responsive  Technical skills – knowledge and
 Communicates openly and are proficiency required for the
active in professional performance of work
associations  Human relations – ability of the
leader to work with his/her
subordinates
Formal and Informal Leadership  Conceptual skills- help him see
 Formal leadership is based on relationships between groups and
occupying as position in an outside the organization
organization, called assigned
leadership.
 Informal leadership occurs when an 21st Century About Leadership and
individual demonstrates leadership Management Thinking
outside the scope of a formal
leadership role or as a member of a
group, rather than as the head or Strengths – Based Leadership and the
leader of the group. The informal Positive Psychology Movement
leader can be considered to emerge  Focuses on the development or
as a leader when accepted by others empowerment of workers strengths
and perceived to have influence. as opposed to their weakness or
areas of needed growth.
 Focuses on successful performance
COMPONENTS OF AN EFFECTIVE that exceeds the norm and embodies
LEADERSHIP an orientation towards strengths and
1. Set goals that are clear, congruent developing collective efficacy in
and meaningful to the group. organization.
2. Has adequate knowledge and skills  Effective leaders are always
in leadership and in his/her investing in strength, used their key
professional field. strength to their advantage.
  Effective leaders surround 7. Active management by exception
themselves with right people, and Transactional
maximize their team 8. Mgt. by exception passive
Transactional
9. Non leadership Laissez – faire
Strengths – Based Leadership and the
Positive Psychology Movement: 4 Integrating leadership skills with the
Leadership Domains ability to carry out management
functions is necessary if an individual
1. Strategic Thinking is to become an effective – leader
2. Influence manager.
3. Execution
4. Relationship Building Integration of both leadership and
management skills is critical to the
long term viability of today’s
Full – Range Leadership Theory healthcare organization.
 This theory suggests that context is
an important mediator of LEVEL 5 LEADERSHIP – JIM
transformational Leadership. COLLINS
 The leaders evolved and adapt their Level 1: High capable individual –
leadership styles based on which leaders makes high quality
leadership styles are needed for a contributions to their work; possess
given situation and need useful level of knowledge; and has
transformational, transactional and the talent and skills to a good job.
laisses – faire leadership skills to be Level 2: Contributing team member
successful. Leader uses skills to help their team
succeed
Level 3: Competent manager
Leader is able to organize a group
Nine Factors in the Full – Range
effectively to achieve specific goals
Leadership Model
and objectives.
1. Inspirational Motivation Level 4: Effective leader
Transformational Leader is able to galvanize a
2. Idealized influence (attributed) department or organization to meet
Transformational performance objectives and achieve
3. Idealized influence behavior) a vision.
Transformational Level 5: Great leader
4. Intellectual stimulation Leader has all of the abilities needed
Transformational for the other 4 levels plus a unique
5. Individualized consideration blend of humility and will that is
Transformational required for true greatness.
6. Contingent reward Transactional
 PRINCIPAL AGENT THEORY
Interactional leadership theory Five Components:
Suggest that not all followers (agent)
Are inherently motivated to act in the Self-awareness, self-regulation, motivation,
best interest of the principal empathy, and social skills
(leader/employer) *
Authentic Leadership

HUMAN AND SOCIAL CAPITAL THEORY • Also known as congruent leadership

Refers to the attributes of a person which . Suggest that to lead, leaders must be true
are productive in some economic context. to themselves and their values and act
accordingly.
•Conceives as private return to the
individual as well as social return • It is the leader's principles and their
conviction to act accordingly that inspire
•It maybe viewed as collective group followers.
knowledge, skills and experience.
5 Distinguishing characteristics (Shirey,
•Suggest that individual and/or 2006)
organizations will invest in education and
professional development. * • Purpose, values, heart, relationship, self-
discipline
Emotional Intelligence
Components of Authentic Leader
• Gaining prominence in the 21st century.
1. Balanced processing - analyzing data
• Also known as EQ rationally before making decisions.

• Refers to the ability to perceive, 2. Internalized moral perspective - is guided

understand, and control one's own by internal moral standards that guides
emotions as well as those of others. • El her/his behavior.
develops with age and consists of 3 mental
processes: 3. Relational transparency - openly sharing
feelings
a. Appraising and expressing emotions in
the self and others b. Regulating emotions and information appropriate to the situation.
in self and others
4. Self-awareness - knowing self and to
c. Using emotions in adaptive ways make sense of

the world.

Thought Leadership
• Has Innovative ideas and who has direct impact on organizational
demonstrates the confidence to promote productivity.
those ideas.
Quantum leadership
• Any situation in which one individual
convinces another to consider a new idea, • Effective leadership reflects a remarkable
product or way of looking at things. fusion of traits, behavior and contingency
approaches • Roles are outcome oriented
. They challenge the status quo, r and
visions risk takers in terms of being • Employees are directly involved in
innovative. decision making as equitable partners and
manager assumes more of an influential
• Ideas are future oriented, problem facilitative role rather one of control
oriented, which increase their value to both
individuals and organizations. • Reality is constantly shifting - CHANGE is
Reflective Thinking and Practice expected. • Information power is now
available to all leader,
• Leaders need to be nimble, flexible and
responsive to change. staff and patients.

•The need for change arises from the

awareness that the current practice aren't Transition from Industrial Age
working, results are not the desired Leadership to Relationship Age
outcome. • Goals of a leader - to continually Leadership
adapt, reflect on progress
• It is all about leading people who have the
and seatbacks and adjust their course as power to choose.
needed.
• Industrial age leadership - focused on
Quantum Leadership traditional hierarchical management
structures, skills acquisition, control.
• Builds on transformational leadership.
• Relationship age leadership focuses
Suggest that leaders must work together to primarily on the relationship between the
identify common goals, exploit leader and his or her followers on
opportunities, and empower staff to make discerning common purpose, working
decisions for organizational productivity to together cooperatively and seeking
occur. information rather than wealth.

• Best during rapid change and needed

transition.

• Quantum Leadership suggests that the

environment and content in which people
work is complex and dynamic and that this