LEADERSHIP AND MANAGEMENT LEADERSHIP THEORIES AND STYLES

1. LEADERSHIP AND MANAGEMENT LEADERSHIP THEORIES AND STYLES By: S. Babar Ali

2. Objectives By the end of the session students’ will be able to: • Define Leadership • Understand different Leadership Theories • Discuss the style of Leadership • Describe the different types of power used by leaders

3. Objectives Cont…, • Differentiate between the roles of a manager and a leader • Discuss ways to become more effective leader • Identify attributes of effective Leaders

4. Why study leadership & management? • Who are our leaders?

5. Definitions • Leadership- the process of influencing others • Leaders inspire through personal trustworthiness & self-confidence • Leaders communicate a visionthat turns self-interest into commitment to the job

6. What are the 3 primary tasks of a leader? • Set direction: mission, goals, vision • Build commitment: motivate & inspire • Confront challenges: innovation, deal with change, turbulence, take risks

7. Leadership Process or art of influencing people toward getting things done.

8. Formal leadership Legitimate authority given by an organization e.g. Nurse manager, supervisor etc.

9. Informal leadership Those people who do not have any specific managerial role, but have a convincing capacity to influence people. It also depends on knowledge, skills and status.

10. Leader Uses interpersonal skills. Important in creating connections amongst the organizations. Skilled in empowerment of others. Generate excitement, and clearly defines purpose and mission. Have the ability to hold the trust Manager Employed by an organization. Coordinate and integrate resources. Has authority and accountability, given by the organization. Assign and coordinate tasks Evaluate the out come Difference between Leaders and Managers

11. CHARACTERSTICS OF LEADER • Purposeful No act of leadership is without a purpose, a leader works to achieve goal by making them clear, specific and attainable. • Interpersonal Always involves social exchange, a relationship between two parties • Influential Motivates others to change behavior.

12. FUNTIONS OF LEADERSHIP • Creative New and better ways to solve problem. • Initiative Begins the process towards the goal accomplishment • Risk taking uncertainty, cannot guarantee outcomes (calculated risks) • Integrative Strengthening collective ties and uniting the followers through a strong sense of purpose. • Instrumental facilitative function (right direction)

13. Leadership • Today’s climate demands individuals who are flexible, creative, and able to empower others to be flexible and creative.

14. Leadership • With the nursing shortage, managed care, higher patient acuity, fewer resources, highly diverse demographics, and outside influences, nurses need to be more effective leaders than ever as they manage patients in various settings.

15. Leadership Theories • GREAT MAN THEORY • TRAIT THEORIES • SITUATIONAL OR CONTINGENCY THEORIES • TRANSFORMATIONAL THEORY • NEW SCIENCE LEADERSHIP

16. GREAT MAN THEORY • Just by reading the name of this theory, Great Man, one can imagine that it is not widely accepted today. • This theory assumed that all leaders were men and all were great (i.e., of the noble class).

17. GREAT MAN THEORY cont… • Thus, those who assumed leadership roles were determined by their genetic and social inheritance. • It was not conceivable that those from the “working class” could be leaders, that leadership could be learned, or that women could be leaders.

18. TRAIT THEORIES • During the early part of the 20th century, several researchers studied the behaviors and traits of individuals thought to be effective leaders. • Studies revealed that these leaders possessed multiple characteristics.

19. TRAIT THEORIES cont.. • Although there were commonalities among them (e.g., they tended to be taller, be more articulate, or exude self-confidence), there was no standard list that fit everyone or that could be used to predict or identify who was or could be an effective leader.

20. Leadership behavior - facilitating goal attainment and recruitment of followers regardless of the context (5 usual traits) • Intelligence • self-confidence • determination • integrity • sociability

21. SITUATIONAL ORCONTINGENCY THEORIES • These theories embodied the idea that the right thing to do depended on the situation the leader was facing. • The most well-known and used situational theory involves assessing the nature of the task and the follower’s motivation or readiness to learn and using that to determine the particular style the leader should use. • Despite widespread discussion and use of this theory, however, little research exists to support its validity.

22. 4 Categories (11 behaviors) Building Relationships 1. Networking 2. Supporting 3. Managing conflict Influencing People 4. Motivating 5. Recognizing and rewarding Making Decisions 6. Planning and organizing 7. Problem solving 8. Consulting and delegating Giving / Seeking Information 9. Monitoring operations and environment 10. Informing 11. Clarifying roles

23. TRANSFORMATIONAL THEORY • A new way of thinking about leadership emerged in the mid-1970s when James McGregor Burns asserted that the true nature of leadership is not the ability to motivate people to work hard for their pay but the ability to transform followers to become more self-directed in all they do.

24. TRANSFORMATIONAL THEORY cont… • Transformational leaders, therefore, “look for potential motives in followers, seek to satisfy higher needs, and engage the full person of the follower. • The result is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents” (Burns, 1978, p. 4).

25. NEW SCIENCE LEADERSHIP • Wheatley (1999) took this paradigm a step further when she described leadership as a method of thinking in a different way, a way that is not standard, orderly, or goal-oriented, Instead, she suggests we think about leadership in a way that reflects naturally occurring events: free-flowing, dynamic, and accepting of an anything-can-happen philosophy.

26. NEW SCIENCE LEADERSHIP cont… • She recommended we think of leadership through a new perspective. • Leadership comprises naturally occurring events in which leaders have knowledge and serve as leaders when needed. • Thus, there is no need for others to direct and control what we do.

27. Styles of Leadership a) I want both of you to .... autocratic leadership b) Let’s work together to solve this... participative leadership c) You two take care of the problem .... delegative leadership

28. Effective Styles of Leadership o r i e n t a t i o n e m p l o y e e production orientation

29. Ineffective Styles of Leadership o r i e n t a t i o n e m p l o y e e production orientation

30. Blake and Mouton Managerial Grid

31. What motivates leaders? • need for: • achievement • affiliation • power good leadership = power > achievement > affiliation

32. Conclusion • "We must be silent before we can listen. We must listen before we can learn. We must learn before we can prepare. We must prepare before we can serve. We must serve before we can lead." ~ by William Arthur Ward as quoted in Leadership . . . with a human touch. June 1,1999. p.11. (http://www.twu.ca/academics/graduate/leadership/servant-leadership/quotes.aspx)