Week 4 Directing a.

Leadership Theories
• Leadership theories are schools of thought
IV. Directing/Leading
brought forward to explain how and why
• Act of issuing of orders, assignments, certain individuals become leaders.
instructions, to accomplish organizational • The theories emphasize the traits and
goals and objectives. behaviors that individuals can adopt to boost
• Delegation – entails responsibility their own leadership abilities.
• Assignments – no responsibility

Behavioral theory

Elements of Directing • The behavioral leadership theory focuses on

how leaders behave and assumes that these
1. Communication traits can be copied by other leaders.
• root of most problems
• different interpretations; point of
view > miscommunication Contingency theory
2. Delegation • Refers to an organization theory that asserts
• who’s most fitted? assist person that there is no single best way for making
3. Motivation decisions, leading a company, and organizing
• particular; develop person a corporation
4. Coordination • Theory says that an effectiveness of
• work with others management is contingent and is dependent
5. Evaluation upon internal and external environment
• applicability; go back to all the • It is also termed as situational theory of
elements management
Great Man Theory
• leaders are born with just the right traits and
abilities for leading – charisma, intellect,
confidence, communication skills, and social
skills.
• The theory suggests that the ability to lead is
inherent – that the best leaders are born, not
made. It defines leaders as valiant, mythic,
and ordained to rise to leadership when the
situation arises.
• The term “Great Man” was adopted at the
time because leadership was reserved for
males, particularly in military leadership.

Situational Theory
• The Situational Theory is like the
Contingency Theory as it also proposes that
no one leadership style supersedes others.
• As its name suggests, the theory implies that
leadership depends on the situation at hand.
• Leaders should always correspond their
leadership to the respective situation by
assessing certain variables such as the type of
task, nature of followers, and more.

The Trait Theory

• is very similar to the Great Man Theory.
• It is founded on the characteristics of
different leaders – both the successful and
unsuccessful ones.
• The theory is used to predict effective
leadership.
• The identified characteristics are compared to
those of potential leaders to determine their
likelihood of leading effectively.
• They focus on the physiological attributes
such as appearance, weight, and height;
demographics such as age, education, and
familial background; and intelligence, which
encompasses decisiveness, judgment, and
knowledge.
b. Leadership Styles Transactional Leadership
These can be broadly grouped into 5 • Transactional leadership, also known as
different categories: managerial leadership, is a leadership style
where the executive relies on rewards and
Authoritarian Leadership.
punishments to achieve optimal job
• Authoritarian leadership, also known performance from his or her subordinates.
as autocratic leadership, is a
management style in which an
individual has total decision-making
power and absolute control over his
subordinates.
• Shouting and corporal punishment are
also common with the authoritarian
style. People with this parenting style
often use punishment rather than
discipline. They are commonly not
willing or able to explain the
reasoning behind their rules.
Participative Leadership.
• Participative leadership is a style of
leadership in which all members of
the organization work together to
make decisions.
• Participative leadership is also known
as democratic leadership, as everyone Transformational Leadership
is encouraged to participate. • Transformational leadership is defined as a
• The founder of Microsoft, Bill Gates leadership approach that causes change in
is a true participative leadership individuals and social systems.
example. He is known to take • It creates valuable and positive change in the
suggestions from colleagues and followers with the end goal of developing
teams. He understands how followers into leaders.
imperative it is to value the
knowledge and skills of team
members.
Delegative Leadership
• Also known as "laissez-faire
leadership", a delegative leadership
style focuses on delegating initiative
to team members.
• This can be a successful strategy if
team members are competent, take
responsibility and prefer engaging in
individual work.
 c. Leadership Skills
• Leadership skills are the strengths and
abilities individuals demonstrate that help the
oversee processes, guide initiatives, and steer
their employees toward the
achievement of goals.

Case analysis
• A case analysis in business is a study of a
nursing problem. Anyone conducting a case
analysis can use evidence to propose viable
solutions to nursing problems, then provide Principles of Delegation
recommendations on the best way to
Delegation
implement these solutions to produce the
desired results. • Act of assigning to someone else a portion of
the work to be done with corresponding
authority, responsibility, and accountability
Decision making (ARA).
• According to ANA, it is the transfer of
• Decision-making is a fundamental concept of
responsibilities for the performance of the
nursing practice that conforms to a systematic
task from one person to another
trajectory involving the assessment,
• Much of the work of manager is
interpretation, evaluation, and management
accomplished by transferring the
of patient-specific situations (Dougherty et
responsibilities to subordinates.
al, 2015).

d. Bases for Power

The five bases of power:
• Legitimate — arises from the belief that a
person has the formal right to make demands,
and to expect others to be compliant and
obedient.
• Reward — These results from one person’s
ability to compensate another for compliance.
• Expert — Based on a person’s high levels of
skill and knowledge.
• Referent —The result of a person’s
perceived attractiveness, worthiness and right
to others’ respect.
• Coercive — This comes from the belief that
a person can punish others for
noncompliance.
Good Reasons for Delegation Common Errors in Delegation
• Manager delegate routine task so that they are • Under delegating – systems from the
free to handle problems that are more manager’s false assumptions that delegation
complex or require higher level of expertise maybe interpreted as a lack of ability on his
• Delegate routine task if someone else is better part to do the job correctly and competently.
prepared or has greater expertise or • Reasons are:
knowledge in solving the problems. o Managers believe that they can do the
work faster and better
o Managers believe that the
Why Delegation responsibility may be rejected if
delegated
Six reasons why you must delegate:
• Over delegating – subordinates become
• You cannot do everything alone. overburdened which may lead to
• You aren't the expert in every field. dissatisfaction and low productivity. Reasons
• You do not have limitless time to do are:
everything. o Managers who are lazy
• You need time to manage. o Manager who are overburdened and
• You need to develop your team members. exhausted
• You need to motivate your team members. • Improper Delegation – delegating at the
wrong person, time, tasks and beyond the
capability of the subordinates.
Managers who do not delegate
• Does not trust Steps in Effective Delegating
• Fear of mistake
1. Plan ahead
• Fear of criticism
2. Identify necessary skills and levels
• Fear of own ability to delegate 3. Select most capable personnel
4. Communicate goal clearly
5. Empower the delegate
6. Set deadlines and monitor progress
7. Model the role and provide guidance
8. Evaluate performance

e. Communication – exchange of ideas,

thoughts, or information through verbal
speech, writing and signals.
Barriers in Communication
1. Physical Barriers
• Environmental factors that prevent or
reduce the opportunities for
communication.
• Ex: Distance and Noise
2. Social and Psychological Barriers Motivation Theories in Nursing
• Blocks or inhibitors of communication
• Proper motivation results in more job
that rise from the judgment, emotions,
satisfaction, which, in the case of nursing,
social values of people: stress, trust, fear,
determines better patient outcomes.
defensiveness
• Among the motivational theories that can be
• Internal climate (values, feelings,
applied in nursing is Maslow’s Theory of
temperament, and stress levels) and
Motivation, Herzberg’s Motivation-Hygiene
external climate (weather, timing,
Theory, and McClelland’s Achievement
temperature, lack of validation to the
Motivation Theory.
message).
3. Semantics Maslow’s Theory of Motivation
• Words, figures, symbols, penmanship,
and interpretation of the message through • Maslow’s pyramid includes physiological,
signs and symbols. safety, social, esteem, and self- actualization
4. Interpretations needs (Kaur, 2013).
• Defects in communication skills by • An employee will be motivated to perform
verbalizing, listening, writing, reading the duties on a necessary level if the
and telephony mentioned requirements are satisfied within a
workplace.
• the employer should recognize employees’
accomplishments, provide financial security,
f. Motivation Theories
provide opportunities for socialization, and
• Motivation theory is the study of how to learn
promote a healthy workforce (Kaur, 2013).
and understand what inspires a person to
pursue a specific result. • As applied for nursing, it means that nurses
should have the possibility of continuous
• This theory has many uses, including in
development in their profession, which adds
psychology and sociology, but it’s also
self-esteem. The shifts should be organized
important for businesses, especially in
appropriately to provide enough time for rest
relation to management.
and self-education.
• Timely wages, according to the duties
performed, add to the feeling of financial
security.
Herzberg’s Motivation-Hygiene Theory
• Motivation-Hygiene Theory by Herzberg
was used aa a framework for the study of job
satisfaction among nurses (McGlynn, Griffin,
Donahue, & Fitspatric, 2012).
• Hygiene includes maintenance factors such
as salary, bonuses, and staffing.
Consideration to these factors helps to avoid
dissatisfaction. But it does not guarantee
satisfaction.
• Satisfaction “are related to the nature of the
work itself and rewards that flow directly
from the performance of that work”
(McGlynn et al., 2012, 261).
 • In reality, the components of job h. Conflict Management
satisfaction are attitude, achievement, • Conflict Management involves the steps
recognition, work itself, responsibility, and undertaken to prevent the conflict at the right
advancement (McGlynn et al., 2012). time and helps to resolve it in an effective and
• As for nursing, the managers should take care smooth manner.
of the mentioned components to preserve a • No conflict can just start on its own. There
high level of job satisfaction and motivation. must be an event or an incident to trigger the
same.
• Through conflict management, one finds out
McClelland’s Achievement Motivation Theory the possible events which can start a conflict
and tries his level best to avoid them.
• McClelland defines three primary needs.
These are achievement, power, and
affiliations.
• People who need achievements are motivated
by challenging tasks, set goals, and
performance feedback.
• The employees with the need for
power want to have some influence on the
others or provide control.
• People with the need for affiliation desire
approval and acceptance and take care
of the feelings and values of ten other people.
• When it comes to nursing, Achievement
Motivation Theory can be used with a
personal approach. The tasks and functions
can be distributed among the nursing staff,
considering the type of needs and thus
increase motivation.

g. Time Management
• Time management is the process of planning
and exercising conscious control of time
spent on specific activities, especially to
increase effectiveness, efficiency, and
productivity.
• It involves the balancing of various demands
upon a person relating to work, social life,
family, hobbies, personal interests, and
commitments with the finite nature of time.
• Using time effectively gives the person
“choice" on spending or managing activities
at their own time and expediency.