GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N.

GUIDING GUIDING FRAMEWORKS FOR FRAMEWORKS FOR

LEADERSHIP & LEADERSHIP & MANAGEMENTMANAGEMENT

Class 7Class 7

October 28, 2009October 28, 2009Judith Anne Shaw, Ph.D., R.N.Judith Anne Shaw, Ph.D., R.N.

Class 7 Class 7 OverviewOverview

I) Understanding OrganizationsI) Understanding Organizations

II) Change ProcessII) Change Process

III) Nursing Leadership for TodayIII) Nursing Leadership for Today

Elements of An Elements of An OrganizationOrganization

TheoriesTheories

ChangeChange

StructureStructure

CultureCulture

Relevant Organizational Relevant Organizational Theories Theories

Two Schools of ThoughtTwo Schools of Thought

TraditionalTraditional

ContemporaryContemporary

Traditional TheoriesTraditional Theories

ClassicalClassical

HumanisticHumanistic

SystemsSystems

ContingencyContingency

Contemporary TheoriesContemporary Theories

Complexity Science Complexity Science

(Chaos and Quantum)(Chaos and Quantum)

Remember…Remember…

The worldviewThe worldview

when when

the theory was developedthe theory was developed

Classic TheoryClassic Theory

Prevalent 1900’sPrevalent 1900’s

Focus: structure of the formal Focus: structure of the formal organizationorganization

Aim: to boost efficiency and productivityAim: to boost efficiency and productivity


TheoristsTheorists Fredrick TaylorFredrick Taylor

Frank and Lillian GIlbreathFrank and Lillian GIlbreath

Henri FayolHenri Fayol


Four Elements Four Elements Division and Specification of LabourDivision and Specification of Labour

Unity of CommandUnity of Command

Organizational StructureOrganizational Structure

Span of ControlSpan of Control


Division of LabourDivision of Labour

Specific parts of work assigned to be Specific parts of work assigned to be completed by different individuals completed by different individuals

Frederick Winslow TaylorFrederick Winslow Taylor(1856-1915)(1856-1915)

father of scientific managementfather of scientific management

detailed principles on increasing the detailed principles on increasing the productivity of workers in the Midvale Steel productivity of workers in the Midvale Steel Works Plant in Pennsylvania (1911)Works Plant in Pennsylvania (1911)

Principles:Principles: Increase Productivity in the Increase Productivity in the

WorkplaceWorkplace

1.1. Develop a science for each individual’s Develop a science for each individual’s workwork

2.2. Improve production efficiency through Improve production efficiency through work studies, tools, and economic work studies, tools, and economic incentivesincentives

Principles:Principles: Increase Productivity in the Increase Productivity in the

WorkplaceWorkplace

3.3. Ensure scientific selection, training, and Ensure scientific selection, training, and development of the workersdevelopment of the workers

4.4. Divide work and responsibilities Divide work and responsibilities between management and workersbetween management and workers

CHALLENGECHALLENGE

Provide a Health Care example of Provide a Health Care example of worker’s accurate and efficient worker’s accurate and efficient

production. production.


Unity of Command Unity of Command

(AKA Unity of Direction)(AKA Unity of Direction)

Authority- the right of one person to give ordersAuthority- the right of one person to give orders

fulfill objectives or perform certain functionsfulfill objectives or perform certain functions

report to one supervisor ranked immediately above the report to one supervisor ranked immediately above the employeeemployee

CHALLENGECHALLENGE

Provide a Health Care example ofProvide a Health Care example of

Unity of DirectionUnity of Direction

System TheorySystem Theory


Organizational StructureOrganizational Structure

How a group is formedHow a group is formed

Line of CommandLine of Command

ORGANIZAITONAL ORGANIZAITONAL STRUCTURESTRUCTURE

In your own words, describe In your own words, describe organizational structure.organizational structure.

Metaphors for Metaphors for Organizational StructuresOrganizational Structures

Traditional Hierarchical Structure:Traditional Hierarchical Structure:

Ladder, Steps, or Certain DynamicsLadder, Steps, or Certain Dynamics

Max Weber Max Weber (1846-1920)(1846-1920)

“Ideal Democracy”“Ideal Democracy”

impersonality would be optimal andimpersonality would be optimal and

would remove favoritismwould remove favoritism

what makes people respond towhat makes people respond to

authorityauthority

““ideal democracy”ideal democracy”

Impersonal,Impersonal, EmployeesEmployees

rational, rational, treated fairlytreated fairly

regulated regulated work environmentwork environment Organization Organization

reach reach objectivesobjectives


… … only through concentratedonly through concentrated

PPower in the hands of a few ower in the hands of a few people in a hierarchical structure people in a hierarchical structure can an organization be managed can an organization be managed effectively…effectively…

TraditionalTraditional Hierarchical Structure Hierarchical Structure

Rankings of employees from top to Rankings of employees from top to bottombottom

Few persons at the top, many persons Few persons at the top, many persons at the bottomat the bottom


Top persons have authority, delegate to Top persons have authority, delegate to persons below themselvespersons below themselves

Need persons at both top and bottomNeed persons at both top and bottom


Consider as steps or Consider as steps or rungs on a ladder: rungs on a ladder:

(top to bottom)(top to bottom)

Traditional Traditional Hierarchical StructureHierarchical Structure

CEO, Administrators,CEO, Administrators,

Managers,Managers,

Staff Nurses,Staff Nurses,

Technicians,Technicians,

Aides,Aides,

Housekeeping, Housekeeping,

Maintenance Maintenance


Advantage:Advantage:

- assure the overall success of an - assure the overall success of an

organizationorganization

Disadvantage:Disadvantage:

- remove autonomy from the individual- remove autonomy from the individual



Number of employees a manager can effectively Number of employees a manager can effectively and efficiently supervise.and efficiently supervise.


Henri Fayol (1841-1925)Henri Fayol (1841-1925)

- developed strategies in the mining- developed strategies in the mining

industryindustry

- managers perform five basic functions- managers perform five basic functions

Manager’sManager’sFive Basic FunctionsFive Basic Functions

PlanningPlanning

OrganizingOrganizing

CommandingCommanding

CoordinatingCoordinating

ControllingControlling


Larger the Larger the Less potentialLess potential

SpanSpan for Coordinationfor Coordination

by Directby Direct

SupervisionSupervision

Humanistic TheoryHumanistic Theory

Time Period: 1930’s-present dayTime Period: 1930’s-present day

Focus: Human RelationsFocus: Human Relations

Aim: Workers as social beingsAim: Workers as social beings

Human RelationsHuman Relations(Behavioral Movement)(Behavioral Movement) Clinical psychologists, Harvard Business Clinical psychologists, Harvard Business

School School (Elton Mayo, Fritz Roethlisberger, and (Elton Mayo, Fritz Roethlisberger, and William J. Dickson)William J. Dickson)

Studies conducted at the Hawthorne plant of the Studies conducted at the Hawthorne plant of the Western Electric Company, outside Chicago (1927-Western Electric Company, outside Chicago (1927-1932)1932)

““Hawthorne Effect”Hawthorne Effect”

Human RelationsHuman Relations(Behavioral Movement)(Behavioral Movement)

Workers recognized as social beingsWorkers recognized as social beings

When managers behave towards When managers behave towards workers in ways that elicit their workers in ways that elicit their cooperation, productivity may increase.cooperation, productivity may increase.

HumanisticHumanistic (Motivation) Theories (Motivation) Theories

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y

Quchi’s Theory ZQuchi’s Theory Z

Humanistic/Humanistic/Motivation TheoriesMotivation Theories

The individual is a source of motivation. The individual is a source of motivation.

Worker output is greaterWorker output is greater

when the workerwhen the worker

is treated humanistically.is treated humanistically.

ExplainExplain

In your own words, explainIn your own words, explain

Maslow’ Hierarchy of Needs Maslow’ Hierarchy of Needs TheoryTheory

Herzberg’s Two-Factor Herzberg’s Two-Factor Theory of MotivationTheory of Motivation

Motivational Factors= job satisfiers Motivational Factors= job satisfiers (intrinsic)(intrinsic)

Hygiene Factors = Hygiene Factors = job dissatisfactionjob dissatisfaction(extrinsic)(extrinsic)

Motivational FactorsMotivational FactorsIntrinsicIntrinsic

-achievement, recognition, work itself, -achievement, recognition, work itself, responsibility, and advancementresponsibility, and advancement

When present- people are motivated andWhen present- people are motivated andsatisfied with their jobsatisfied with their job

When absent- people have a neutral attitudeWhen absent- people have a neutral attitude about their organizationabout their organization

Maintenance or Hygiene Maintenance or Hygiene FactorsFactors

ExtrinsicExtrinsic- organizational policy, administration, - organizational policy, administration, quality of supervision, salary, inter-quality of supervision, salary, inter-personal relations with co-workers, job personal relations with co-workers, job security, working conditions, and statussecurity, working conditions, and status

Must be maintained to avoid job Must be maintained to avoid job dissatisfactiondissatisfaction

McGregor’s McGregor’s Theory X and Theory YTheory X and Theory Y

Attitudes about the nature of people Attitudes about the nature of people

Theory X: negative assumptions about Theory X: negative assumptions about

human nature and managerialhuman nature and managerial

responsibilitiesresponsibilities

Theory Y: a natural desire to workTheory Y: a natural desire to work

MANAGEMENT THEORIESMANAGEMENT THEORIES

XXWork is to be Work is to be

avoidedavoided

People want to do People want to do as little as as little as possiblepossible

Use control-Use control-supervision-supervision-punishmentpunishment

YYThe work itself can beThe work itself can be

motivatingmotivating

People really want toPeople really want to

do their job welldo their job well

Use guidanceUse guidance

-development-development

-reward-reward

Ouchi’s Theory Z Ouchi’s Theory Z

Deming and Drucker: management Deming and Drucker: management methods used to rebuilt Japan after WWII methods used to rebuilt Japan after WWII

Quality Circles- collective decision-Quality Circles- collective decision-makingmaking

Shared governance- the importance of Shared governance- the importance of encouraging group contributionsencouraging group contributions

Ouchi’s Theory ZOuchi’s Theory Z

Large amount of freedom and trust with Large amount of freedom and trust with workersworkers

Assumes that workers have a strong Assumes that workers have a strong loyalty and interest in team-working and loyalty and interest in team-working and the organization. the organization.

Systems TheorySystems Theory

Period of Time: 1960’s to presentPeriod of Time: 1960’s to present

Focus: interrelated parts of the system Focus: interrelated parts of the system and their functionsand their functions

Aim: to determine system effectivenessAim: to determine system effectiveness


Closed: limited, no interaction with its Closed: limited, no interaction with its outside environment; self-containedoutside environment; self-contained

Open: dynamically interacting and Open: dynamically interacting and adapting with both internal and adapting with both internal and

external forcesexternal forces


Input- Input-

Throughput-Throughput-

Output-Output-


Advantages: broad-brush perspective, ‘seeingAdvantages: broad-brush perspective, ‘seeing

the big picture’the big picture’

Disadvantages: complexity ofDisadvantages: complexity of

organizations and interactive effects mayorganizations and interactive effects may

not be fully recognizednot be fully recognized

CHALLENGECHALLENGE

Provide a Health Care example ofProvide a Health Care example of


Contingency TheoryContingency Theory

Time Period: 1960’s to presentTime Period: 1960’s to present

Focus: situation factors alter andFocus: situation factors alter and influence organizations; matchinfluence organizations; match

leader’s style and situationleader’s style and situation

Aim: to match an organization’s structureAim: to match an organization’s structureto its environment; leadership style to its environment; leadership style

totothe situation the situation

Contingency Approaches of Contingency Approaches of LeadershipLeadership

Factors in the environment influence Factors in the environment influence outcomes as much as leadership styleoutcomes as much as leadership style

Leadership effectiveness dependent on Leadership effectiveness dependent on something other than the leader’s something other than the leader’s behaviorbehavior


Premise:Premise:

Different behavior patterns by Different behavior patterns by leader will be effective in leader will be effective in

different situations.different situations.


Fielder’s Contingency TheoryFielder’s Contingency Theory

Situational TheorySituational Theory

Path-Goal TheoryPath-Goal Theory

Fielder’s Contingency Fielder’s Contingency TheoryTheory

SituationSituation

Interaction of the need of the situation Interaction of the need of the situation and the personality of the leader and the personality of the leader determine the leader behaviordetermine the leader behavior

Situational TheorySituational TheoryHersey and BlanchardHersey and Blanchard

Follower readinessFollower readiness(job maturity)(job maturity)

Nurse leader matches the leadership Nurse leader matches the leadership style with the job maturity of the style with the job maturity of the

nursenurse

Situational TheorySituational TheoryHersey and BlanchardHersey and Blanchard

1.1. Telling StyleTelling Style

2.2. Selling Style Selling Style

3.3. Participating Style Participating Style

4.4. Delegating StyleDelegating Style


Nurse leader strives to makeNurse leader strives to make

the path towards the goal easierthe path towards the goal easier

for the followerfor the follower

by selecting the best style of by selecting the best style of leadershipleadership


Nurse leader providesNurse leader provides

motivators for followersmotivators for followers

and influences and influences

goal accomplishmentsgoal accomplishments

CONTEMPORARY THEORIESCONTEMPORARY THEORIES

ChaosChaos

ComplexityComplexity

QuantumQuantum

ChangeChange

A natural processA natural process

DynamicDynamic

Types of ChangeTypes of Change

Spontaneous change:Spontaneous change:

Developmental change:Developmental change:

Planned change:Planned change:

Mini Self-QuizMini Self-Quiz

Do you think that theories are necessary to Do you think that theories are necessary to explain management?explain management?

What value is theory to management?What value is theory to management?

Organizational CultureOrganizational Culture

Four Functions:Four Functions:

1. Sense of organizational identity1. Sense of organizational identity

2. Collective commitment2. Collective commitment

3. Social stability3. Social stability

4. Shapes attitude and influences 4. Shapes attitude and influences behaviours behaviours of employeesof employees

WHAT makes a leader?WHAT makes a leader?

LEADERSHIP THEORIES:LEADERSHIP THEORIES:

1) Behavioral Approaches1) Behavioral Approaches

3) Contingency Approaches3) Contingency Approaches

4) Contemporary Approaches4) Contemporary Approaches

Socialization ProcessSocialization Process

Anticipatory SocializationAnticipatory Socialization

EncounterEncounter

Change and Acquisition:Change and Acquisition:

Cultural DiversityCultural Diversity

Vast range of cultural differences among Vast range of cultural differences among individuals or groups working in an individuals or groups working in an

organizationorganization

DEFINEDEFINE

LEADERSHIP LEADERSHIP

LeadershipLeadership

the ability to influence other peoplethe ability to influence other people

toward goal achievementtoward goal achievement

Leadership: Leadership: The ProcessThe Process of Influence of Influence

The person in charge influences others:The person in charge influences others:

to work more effectively togetherto work more effectively together

to do what is required of oneself in the most to do what is required of oneself in the most effective & humane way possibleeffective & humane way possible

to work together in pursuit of a shared goalto work together in pursuit of a shared goal


TWO FORMSTWO FORMS

1.1. Formal LeadershipFormal Leadership

2.2. Informal LeadershipInformal Leadership

Formal LeadershipFormal Leadership

A person in a position of authority or in A person in a position of authority or in

the sanctioned role that represents the sanctioned role that represents

influence. influence.

Formal LeadershipFormal Leadership

ExamplesExamples

1.1. Clinical Nurse SpecialistClinical Nurse Specialist

2.2. Nurse ManagerNurse Manager

3.3. Acute Care Nurse PractitionersAcute Care Nurse Practitioners

4.4. Professional Practice LeadersProfessional Practice Leaders

Informal LeadershipInformal Leadership

Person who demonstrated leadershipPerson who demonstrated leadership

outside the scope of a formal leadershipoutside the scope of a formal leadership

role; a member of a group, rather thanrole; a member of a group, rather than

the head or leader of the group.the head or leader of the group.

Informal LeadershipInformal Leadership

The individual is accepted by others and The individual is accepted by others and

is perceived to have influenceis perceived to have influence

FollowershipFollowership

Separate from leadershipSeparate from leadership

Reciprocal rolesReciprocal rolesleadership & followershipleadership & followership

Essential to the leadership processEssential to the leadership process

(Burns, 1978; Hibberd & Smith, 2006; Kelly & Crawford, 2008; (Burns, 1978; Hibberd & Smith, 2006; Kelly & Crawford, 2008; Kouzes & Posner, 1989) Kouzes & Posner, 1989)


Non passive roleNon passive role

Self-directed employeeSelf-directed employee

Active participant in setting direction for a Active participant in setting direction for a group group


Leaders Leaders induce followers to actinduce followers to act

where the wants, needs, and expectations where the wants, needs, and expectations

of both are similarof both are similar


Followers determine Followers determine

if the leader is effective or notif the leader is effective or not

Types of FollowersTypes of Followers

1.1. SubordinatesSubordinates

2.2. ContributorsContributors

3.3. PoliticiansPoliticians

4.4. PartnersPartners

(Pittman, Rosenbach, & Potter, 1998)(Pittman, Rosenbach, & Potter, 1998)

Types of FollowersTypes of Followers

1.1. SubordinatesSubordinates

- doing what one is told but not actively - doing what one is told but not actively involved.involved.

2.2. ContributorContributor

- supportive, involved, and doing a good job, - supportive, involved, and doing a good job, but not willing to challenge the ideas of the but not willing to challenge the ideas of the leaderleader

Types of FollowersTypes of Followers3. Politicians3. Politicians

-willing to give honest feedback and support -willing to give honest feedback and support the leader, but may neglect the job and have the leader, but may neglect the job and have poor performance levelspoor performance levels

4.4. PartnersPartners

- highly involved, perform at a high level, - highly involved, perform at a high level, promote positive relationships within the promote positive relationships within the group, and are seen as ‘leaders-in-waiting”group, and are seen as ‘leaders-in-waiting”

(Pittman, Rosenbach, & Potter, (Pittman, Rosenbach, & Potter, 1998)1998)


How to becomingHow to becoming

a better follower?a better follower?

Followership Followership

FlourishesFlourishes

in atmosphere in atmosphere

ofof

trust and respecttrust and respect

DefineDefine

ManagementManagement

ManagementManagement

The systematic The systematic processprocess ofof

planning, planning,

organizing,organizing,

leading, leading,

and controlling actions and resourcesand controlling actions and resources

to achieve organizational goalsto achieve organizational goals

Management is...Management is...

Varied Perspectives:Varied Perspectives:

1)1) planning, organizing, commanding,, planning, organizing, commanding,, coordinating, and controlling workcoordinating, and controlling work

given to employees (Henry Fayol, 1916)given to employees (Henry Fayol, 1916)

Management is...Management is...

2)2) to do what ever makes certain thatto do what ever makes certain that

employees do their work and do it employees do their work and do it

wellwell

(Mintzberg, 1989)(Mintzberg, 1989)

Managerial RolesManagerial Roles

1.1. Information Processing Role:Information Processing Role:

- used to manage people’s information needs- used to manage people’s information needs

monitormonitor

disseminatordisseminator

spokespersonspokesperson


2. Interpersonal Role:2. Interpersonal Role:

-used to manage relationships with people-used to manage relationships with people

figureheadfigurehead

leaderleader

liaisonliaison


3.3. Decision Role:Decision Role:- used by manager when making decisions- used by manager when making decisions

entrepreneurentrepreneur

disturbance handlerdisturbance handler

allocator of resourcesallocator of resources

negotiatornegotiator


1.1. Information processingInformation processing

2.2. Interpersonal rolesInterpersonal roles

3.3. Decision-making rolesDecision-making roles

(Mintzberg, 1973) (Mintzberg, 1973)

Managing the WorkManaging the Work

InformationalInformational

InterpersonalInterpersonal

DecisionalDecisional

Managerial Role Managerial Role FunctionsFunctions

Managing the work Managing the work

Managing relationshipsManaging relationships

(Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & (Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & Lepsinger, 1990)Lepsinger, 1990)

Managerial Role Managerial Role Functions Functions


1.1. Planning and organizingPlanning and organizing2.2. Problem solvingProblem solving3.3. Clarifying roles and objectivesClarifying roles and objectives4.4. InformingInforming5.5. MonitoringMonitoring6.6. ConsultingConsulting7.7. DelegatingDelegating

(Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & (Kim & Yukl, 1995; Yukl, 1998; Yukl, Wall, & Lepsinger, 1990)Lepsinger, 1990)



Clinical ExpertiseClinical Expertise

Business SenseBusiness Sense


able to assess effectivenessable to assess effectiveness

of the workof the work

Business SenseBusiness Senseas Manageras Manager

balance the budgetbalance the budget

estimate the cost of providing careestimate the cost of providing care

Informational BehaviorsInformational Behaviorsas Manageras Manager

Representing EmployeesRepresenting Employees

Representing the OrganizationRepresenting the Organization

DisseminationDissemination

Managerial Role Managerial Role FunctionsFunctions

Managing RelationshipsManaging Relationships

1.1. NetworkingNetworking2.2. SupportingSupporting3.3. Developing and mentoringDeveloping and mentoring4.4. Managing conflict and team buildingManaging conflict and team building5.5. Motivating and inspiringMotivating and inspiring6.6. Recognizing and rewardingRecognizing and rewarding

NETWORKINGNETWORKING

develop positive relationship develop positive relationship with otherswith others

CONFLICT NEGOTIATION CONFLICT NEGOTIATION &&

RESOLUTIONRESOLUTION

resolving conflicts between resolving conflicts between employeesemployees

EMPLOYEEEMPLOYEEDEVELOPMENTDEVELOPMENT

helping workers to behelping workers to be

challenged to learnchallenged to learn

foster a learning environment foster a learning environment

REWARDS & REWARDS & PUNISHMENTSPUNISHMENTS

Rewards:Rewards:

tangibletangible

intangibleintangible

Punishments:Punishments:

WHAT makes a leader?WHAT makes a leader?

LEADERSHIP THEORIES:LEADERSHIP THEORIES:

1) Behavioral Approaches1) Behavioral Approaches

3) Contingency Approaches3) Contingency Approaches

4) Contemporary Approaches4) Contemporary Approaches

Behavioral Behavioral Approaches: Approaches: LeadershipLeadership

((what a leader doeswhat a leader does))

Behavioral Behavioral ApproachesApproaches

Leadership Styles (3)Leadership Styles (3)

Leadership Style (3)Leadership Style (3)

1) Authoritarian1) Authoritarian

2) Democratic2) Democratic

3) Laissez-Faire3) Laissez-Faire

Leadership StyleLeadership Style

Authoritarian Authoritarian ((autocratic, directive, controlling)autocratic, directive, controlling)

High ControlHigh Control

AuthoritarianAuthoritarian

((autocratic, directive, controlling)autocratic, directive, controlling)

-gives orders-gives orders

-makes decisions for the group as a -makes decisions for the group as a wholewhole

-bears most of the responsibility-bears most of the responsibility

for the outcomes for the outcomes

AuthoritarianAuthoritarian Leadership Style Leadership Style

Positive:Positive:- efficient- efficient

- may be benign- may be benign

- output; high quantity/good quality- output; high quantity/good quality

Negative:Negative:- tends to stifle creativity- tends to stifle creativity

- may inhibit motivation- may inhibit motivation

- may be punitive- may be punitive


DemocraticDemocratic (participative)(participative)

-shares the planning, decision making and -shares the planning, decision making and responsibility for outcomes with other group responsibility for outcomes with other group membersmembers

GUIDESGUIDES

DemocraticDemocratic

GuidanceGuidance

Moderate ControlModerate Control

Democratic Democratic Leadership StyleLeadership Style

Positive:Positive: -more flexible -more flexible -more likely to foster motivation and-more likely to foster motivation and

creativitycreativity

- output; high quality- output; high quality

Negative:Negative: -less efficient vs. -less efficient vs.

authoritarianauthoritarian


Laissez-FaireLaissez-Faire(permissive, nondirective)(permissive, nondirective)

Little ControlLittle Control

Laissez-Faire Laissez-Faire

-very little planning or decision-very little planning or decision makingmaking

-fails to encourage others to-fails to encourage others to

participate in planning or decisionparticipate in planning or decision

makingmaking

-lack of leadership-lack of leadership

““let it alone”let it alone”

Laissez-Faire Laissez-Faire Leadership StyleLeadership Style

Positive:Positive:-mature individuals enjoy the lack of direction-mature individuals enjoy the lack of direction

-more freedom-more freedom

Negative:Negative:-people may feel confused and frustrated-people may feel confused and frustrated

because of no goal or guidancebecause of no goal or guidance

-flounder-flounder

-output; variable- may be poor quality-output; variable- may be poor quality


Factors in the environment influence Factors in the environment influence outcomes as much as leadership styleoutcomes as much as leadership style

Leadership effectiveness dependent on Leadership effectiveness dependent on something other than the leader’s something other than the leader’s behaviorbehavior


Premise:Premise:

Different leader behavior patterns Different leader behavior patterns will be effective in different will be effective in different

situations.situations.

Transformational Theory Transformational Theory of Leadershipof Leadership

- - providing people with a sense of providing people with a sense of missionmission

meaning, inspiration, & visionmeaning, inspiration, & vision

Transformational Transformational Theory of LeadershipTheory of Leadership

results oriented planningresults oriented planning

TRANSFORMATIONAL TRANSFORMATIONAL LEADERLEADER

- - describes the goal in such a describes the goal in such a meaningfulmeaningful and and exciting mannerexciting manner that people commit that people commit to the workto the work

-effective leadership is defined by-effective leadership is defined by

accomplishment of the accomplishment of the goals goals sharedshared by by leaders and followerleaders and follower

Qualities of Effective Qualities of Effective LeadersLeadersIntegrityIntegrity

CourageCourage

Initiative Initiative

EnergyEnergy

OptimismOptimism

PerseverancePerseverance

BalanceBalance

Ability to handle stressAbility to handle stress

Self-awarenessSelf-awareness

#1. Integrity as Leader#1. Integrity as Leader

Adherence to codesAdherence to codes

of personal & professional ethicsof personal & professional ethics

Lead by exampleLead by example

#2. Demonstrate #2. Demonstrate Courage as a Courage as a LeaderLeader

often need to take risksoften need to take risks

#3. Use Initiative as a#3. Use Initiative as a Leader Leader

mustmust act act on good on good

ideasideas

#4. Energetic as Leader#4. Energetic as Leader

requires much effortrequires much effort

#5. Optimistic as Leader#5. Optimistic as Leader

focus on identification of problems and focus on identification of problems and solutionssolutions

““ripple effect” with othersripple effect” with others

winners not whinerswinners not whiners

#6. Perseverance as #6. Perseverance as Leader Leader

maintain the focusmaintain the focus

persistpersist

#7. Balanced as Leader#7. Balanced as Leader

good mixgood mix of work, of work,

reflection, and play in one’s lifereflection, and play in one’s life

#8. Management of #8. Management of StressStress as Leader as Leader

positive coping strategiespositive coping strategies

use of available supportsuse of available supports

#9. Self-Awareness as#9. Self-Awareness as Leader Leader

knows, understands and accepts selfknows, understands and accepts self

(as a thinking…(as a thinking… feeling human being…feeling human being…

who interacts with others in awho interacts with others in a positive manner)positive manner)

Behaviors of Behaviors of Effective LeadersEffective Leaders

Think criticallyThink critically

Solve ProblemsSolve Problems

Respect PeopleRespect People

Communicate SkillfullyCommunicate Skillfully

Set Goals, Share a VisionSet Goals, Share a Vision

Develop Self & OthersDevelop Self & Others

Think CriticallyThink Critically as Leader as Leader

thinks thinks beforebefore making decisions making decisions

reflective, reasoned analysisreflective, reasoned analysis

questioning & analyzing ideasquestioning & analyzing ideas

Solving ProblemsSolving Problems as Leader as Leader

help others identify problemshelp others identify problems

help others use problem-solving help others use problem-solving processprocess

seek a reasonable, workableseek a reasonable, workable

solutionsolution

Respecting OthersRespecting Others as Leader as Leader

recognize others’recognize others’different wants and needsdifferent wants and needs

help others findhelp others findrewards in theirrewards in theirworkwork

Listening to Others &Listening to Others & Communicating Skillfully as Communicating Skillfully as

LeaderLeader observe others & listen to what they sayobserve others & listen to what they say encourage exchange of informationencourage exchange of information provide feedbackprovide feedback

Setting Goals & Setting Goals & Fostering a Future VisionFostering a Future Vision

as Leaderas Leader facilitates group setting goalsfacilitates group setting goals

shares future vision with and by the shares future vision with and by the groupgroup

facilitates all to work towardsfacilitates all to work towards the envisioned resultsthe envisioned results

Self-Development and Self-Development and Coaching Others asCoaching Others as

a Leadera Leader

continue self-learningcontinue self-learning

encourage to continueencourage to continue

self-learningself-learning

Leadership SkillsLeadership Skills as Manager as Manager

essentialessential for the manager for the manager

managers managers manage peoplemanage people

Decisional BehaviorsDecisional Behaviorsas Manageras Manager

Employee EvaluationsEmployee Evaluations

Resource AllocationResource Allocation

PlanningPlanning

Job Analysis & RedesigningJob Analysis & Redesigning

MOTTOMOTTO

Place every criticism Place every criticism

between two layers of praisebetween two layers of praise

GUIDING FRAMEWORKS FOR LEADERSHIP & MANAGEMENT Class 7 October 28, 2009 Judith Anne Shaw, Ph.D., R.N.

Documents

productivity slide

quantum slide

employee slide

structure culture slide

traditional contemporary

line of command slide

certain dynamics slide

direction system theory