Leadership

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Leadership

• use of one's skill to influence others to perform to the best of their ability toward goal achievement
• an interpersonal process of influencing the activities of an individual or a group toward goal attainment in a given situation (Maloney)
• the state where a person, a group of persons, a subsystem or an organization is able to influence others to agree on a goal and work towards it

Influence Tactics

• Assertiveness - standing up for one's rights and rights of others without violating the rights of others
• Ingratiation - making one feels important and feels good before making a request
• Rationality - relying on a detailed plan, reasoning or logic
• Sanctions - giving or preventing pay increases or promotions until one gives in to a request

• Exchange - offering an exchange of favors; reminding a worker of past favor or offering to make a personal sacrifice
• Upward Appeal - obtaining a formal or informal support of a higher up
• Blocking - backing up a request with a threat to damage one's opportunity for advancement, ignoring or not being friendly with a person until he/she gives into a request
• Coalition - getting co-workers to back up a request

Types of Leaders

• Formal Leaders - appointed leaders chosen by administration and given official or legitimate authority to act
• Informal Leaders - do not have official sanction to direct the activities of others

Authority

• legitimate right to give command
• an officially sanctioned responsibility

Power

• demonstrated ability to get results
• ability to obtain, retain and motivate people and to organize informational and material resources to accomplish a task

Basis of Power

• Legitimate - given to the manager by the organization because of his position in the hierarchy
• Reward - based on the ability to control and administer rewards to others for compliance with the leaders, orders or request
• Coercive - founded on fear depending on the ability to use punishment of others for non-compliance with the manager's orders
• Expert - derived from special ability, skill or knowledge demonstrated by the individual
• Referent - based on attractiveness or appeal of one person to another; connection or relationship with a powerful individual
• Information - based on the information the manager possesses

Leadership Styles

• Authoritarian
1. Strong control
2. Motivates through coercion
3. Directs commands
4. Communication is downward
5. Does not involve others in decision making
6. Focuses on "You/I"
7. Punitive criticisms
• Democratic
1. Less control
2. Motivates through economic or ego rewards
3. Directs by suggestions and guidance
4. Communicates downward
5. Involves others in decision making
6. Focus is on "We"
7. Criticisms are constructive
• Laissez Faire
1. No or little control
2. Motivates by giving support when requested
3. No or little direction
4. Communicates downward
5. Decides by group
6. Focuses on the group
7. Does not criticize

Other Styles

• Bureaucratic - rule-centered
• Multicratic

Theories of Leadership

• Great Man Theory - leaders are born not made; few people are born with the necessary characteristics to be great
• Charismatic Theory - person may be a leader because of his charisma; he/she can inspire people to be loyal, obedient and committed to a vision or a cause
• Trait Theory  - innate or inherited traits makes an individual a leader; intelligence, initiative, creativity, integrity, communication skills, emotional maturity
• Situational Theory - a person may be a leader or a follower depending on the situation
• Contingency Theory - Leader-member relations, task structure and position of power determine the role of the leader
• Life Cycle Theory - maturity of followers
• Strategy Theory  - vision, communication, positioning and deployment of self through positive self-regard

Contemporary Theories of Leadership

• Interactional Leadership Theory - leadership behavior is generally determined by the relationship
• Brandt's Interactional Theory
1. autonomy and creativity by valuing and empowering followers
2. leader must accept the responsibility for the quality of outcomes and the quality of life for followers
• Servant Leadership Theory  - leaders put serving others as number-one priority

Four (4) Developmental Levels of Leaders

• Reactive level
• focus on past
• crisis driven
• abusive to subordinate
• Responsive
• mold subordinate to work together as team
• Proactive Level
• leader and followers become more future-oriented
• High Performance Teams
• maximum productivity and worker satisfaction are present

Transformational Leadership

• enables the exploration of new and innovative ways to drive value and deliver real results in an ever-changing environment
• both leaders and followers have the ability to raise each other to higher motivation and morality
• vision

2 Types of Leadership According to BENNIS

• Transactional 
1. Focus on management tasks
2. Caretaker
3. Trade-offs to meet goals
4. Shared values not identified
5. Examines causes
6. User contingency reward
• Transformational 
1. Identify common values
2. Committed
3. Inspires others with vision
4. Long-term vision
5. Look at effects
6. Empower others

Shared Leadership

• a philosophy and an organizational structure that allow staff nurses to lead themselves, they make decisions at the point of care

Correct Leadership

• Decisions made must be correct
1. correct analysis of concrete conditions
2. link to vision, mission and goals
3. formulation of realistic plans and instructions
• Correct decisions must be implemented
1. organize efforts to realize plans
2. take part in implementation
• Implemented decisions must be evaluated
1. work on tangible results
2. pay attention to content and form
3. draw lessons

COMPARISONS

• Leaders
1. May or may not be appointed
2. Power and authority to enforce decisions based on willingness of followers to be led
3. Influence others toward goal setting either formally or informally
4. Interested in risk-taking and exploring new ideas
5. Relate to people personally in an intuitive and emphatic manner
6. Feel rewarded from personal achievements
7. May or may not be successful as managers
• Managers
1. Officially appointed
2. Power and authority to enforce decision while in position
3. Carry out predetermined policies, rules and regulations
4. Maintain an orderly, controlled rational and equitable structure
5. Relate to people according to their roles
6. Feel rewarded when fulfilling organizational mission or goals
7. Managers as long as the appointment holds