UNIT I - LEADERSHIP

AILYN BRILLO PINEDA, RN

LEADERSHIP
 Is a social influence or a person’s ability to move
other people to act
 Influence processes involving determination of the
group’s or organization’s objectives
 Motivating task behavior in pursuit of these
objectives, and
 Influencing group maintenance and culture
LEADER
 L – LEAD, LOVE, LEARN
 E – ENTHUSIASTIC, ENERGETIC
 A – ASSERTIVE, ACHIEVER
 D – DEDICATED, DESIROUS
 E – EFFICIENT AND EFFECTIVE
 R – RESPONSIBLE, RESPECTFUL
Elements of Leadership
 VISION
 INFLUENCE
 POWER
 AUTHORITY
 RESPONSIBILITY
 ACCOUNTABILITY
VISION
 Provides direction to the influence process.
 For leadership to occur, leaders must
communicate the vision the their followers in
such a way that the followers adopt the vision as
their own
 It is essential for organizational effectiveness and
success
INFLUENCE
 Ability to obtain followers, compliance or
request
 It is a skill that can be developed , and is one of a
major components of the power triangle
KINDS OF INFLUENCE
 ASSERTIVENESS
 INGRATATION
 RATIONALITY
 BLOCKING
 COALITION
 SANCTION
 EXCHANGE
 UPWARD APPEAL
POWER
 Ability to efficiently
and effectively
exercise authority
and control through
personal,
organizational and
social strength
 Ability to impose
the will of one
person or group to
bring about certain
behaviors in other
groups or persons
Sources of POWER

 Reward power: based  Coercive power:

on the inducements ability to punish
in exchange for Source: fear
cooperation e.g. withholding pay
Source: ability to grant rises & promotion,
favor withdrawing
e.g. pay, promotion, friendship, formal
recognition, privileges
reprimands, lay off
Legitimate power: Expert power:
based on leader's competence, special
position knowledge or expertise
Source: position in a given area.
Source: knowledge &
Referent power: skills
based on respect,
respect
attractiveness,
reputation, or
charisma
Source: Association
with others
Informational  Connection
Power: based on power: based on
access to valued links to influential
data or prestigious
Source: the need for persons
information to
accomplish a goal
AUTHORITY
 Represents the right to expect or secure
compliance
 Authority is backed by legitimacy
FORMS OF AUTHORITY
 Line Authority – is direct supervisory authority
from superior to subordinate.
a. Chain of Command
b. Unity of Command
c. Span of Control

 Staff Authority
 Team Authority
RESPONSIBILITY
 Corresponding obligation and accountability for
all actions done
 Ability to do assigned task
 Responsibilities fall into 2 categories: individual
and organizational
ACCOUNTABILITY
 Is answering for the result of one’s actions or
omissions.
 It is a form of reckoning, where one accepts the
consequences of their decisions, good or bad
LEADERS
Formal Leaders
 Appointed, elected or designated, deliberately
chosen by the administration and given authority
to act

 Example : head nurse, unit manager, supervisor

Informal Leaders
 Does not have the official sanction to direct the
activities of others
 Chosen because of age, seniority, special
competence and inviting personality
 Autocratic or Authoritarian

 Democratic or Participative

 Bureaucratic

 Laissez-Faire, Permissive or Free reign

Leadership Styles
 Leadership style is the manner and approach of
providing direction, implementing plans, and
motivating people. Kurt Lewin (1939) led a
group of researchers to identify different styles of
leadership.
AUTHORITARIAN
(AUTOCRATIC)

I want both of you to. . .

AUTHORITARIAN(AUTOCRATIC
)
 This style is used when leaders tell their employees what they want
done and how they want it accomplished, without getting the advice of
their followers. Some of the appropriate conditions to use it is when
you have all the information to solve the problem, you are short on
time, and your employees are well motivated.
 Some people tend to think of this style as a vehicle for yelling, using
demeaning language, and leading by threats and abusing their power.
This is not the authoritarian style, rather it is an abusive,
unprofessional style called bossing people around. It has no place in
a leader's repertoire.
 The authoritarian style should normally only be used on rare
occasions. If you have the time and want to gain more commitment
and motivation from your employees, then you should use the
participative style.
Autocratic or Authoritarian
Leadership Style
Style: Leader Characteristics:
Decision is made Concerns with TASK
WITHOUT ANY ACCOMPLISHMENT
FORM OF
CONSULTAION rather than relationships
Rely on threats Uses DIRECTIVE
and punishment to behavior
influence employees Exercises POWER with
Do NOT TRUST
COERSION
subordinates
NO Makes decisions
SUBORDINATE ALONE
input Expects RESPECT &
Autocratic or Authoritarian
Leadership Style
INEFFECTIVE EFFECTIVE when:
when Employees do not
subordinates: respond to any other
become tense, leadership style
fearful, or There is high-volume
resentful production
expect to have
There is limited time to
their opinions
heard make a decision
have low morale, A manager’s power is
high turnover and challenged by an
absenteeism and employee
PARTICIPATIVE (DEMOCRATIC)

Let's work together to solve this. . .

PARTICIPATIVE (DEMOCRATIC)
 This style involves the leader including one or more
employees in the decision making process (determining
what to do and how to do it). However, the leader
maintains the final decision making authority. Using this
style is not a sign of weakness, rather it is a sign of
strength that your employees will respect.
 This is normally used when you have part of the
information, and your employees have other parts. Note
that a leader is not expected to know everything -- this is
why you employ knowledgeable and skillful employees.
Using this style is of mutual benefit -- it allows them to
become part of the team and allows you to make better
decisions.
Participative/Democratic
Leadership Style
also known as consultation, empowerment,
joint decision-making, democratic leadership,
Management By Objective (MBO) and power-
sharing.
Participative/Democratic
Leadership Style

Leader Characteristics:
Concerns with human
relations & teamwork
Fosters open & two-
way communication
Recognizes and
encourages
achievement
Bureaucratic Leadership Style

Style:
Leader Characteristics:
Everything is done
manages
according to
“by the book”
procedure or policy
Exercises power by
exercising fixed rules
Tends to relate
impersonally to staff
LAISSEZ FAIRE (DELEGATIVE)

You two take care of the problem while I go…

LAISSEZ FAIRE (DELEGATIVE)
 In this style, the leader allows the employees to make the
decisions. However, the leader is still responsible for the
decisions that are made. This is used when employees
are able to analyze the situation and determine what
needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate certain
tasks.
 This is not a style to use so that you can blame others
when things go wrong, rather this is a style to be used
when you fully trust and confidence in the people below
you. Do not be afraid to use it, however, use it wisely!
Laissez Faire
Leadership Style

• A.K.A. “hands-off”
• little or no direction
• followers have all freedom and authority
• subordinates determine goals, make
decisions, and resolve problems on their
own.
Laissez Faire
Leadership Style
EFFECTIVE INEFFECTIVE when…
when • It makes employees
EMPLOYEES are:
feel insecure at the
highly skilled,
unavailability of a
experienced, and
educated. manager.
trustworthy • Leaders are
Utilizing outside ungrateful
experts, such as
staff specialists or
consultants
Nursing Leadership Theories
 Great Man Theory
 Trait Theory
 Individual Character Theory
 Behavioral Theories – Kurt Lewin, Chris Argyris,
Alvin Toffler, Rensis Likert, Robert R. Blake
 Situational or Contingency Theories – Paul
Hershey& Kenneth Blanchard, Fred Fiedler,
Victor Harold Vroom and Yetton, Robert House
Nursing Leadership Theories
 Transactional Leadership Style
 Transformational Leadership
 Servant Leadership – Robert Greenleaf
GREAT MAN THEORY
 This theory assumes that the capacity for
leadership is inherent, that great leaders are born
not made
 These theories portray great leaders as heroic,
mythic and destined to rise leadership when
needed
 Traits that are related to leadership effectiveness:
 Intelligence traits - knowledge, judgment,
decisiveness.
 Personality traits - adaptability, creativity,
integrity, etc.
 Ability traits – ability to enlist cooperation,
popularity, prestige, etc.
According to this theory, leaders are gifted with certain
qualities that developed and show in their ability to get
along with people, persuade them in the course of
action, have forceful personalities, posses integrity, and
are efficient in their work.
 concerned with what leaders to and act
than who the leader is
 Actions of the leaders and not their
mental qualities or traits make them
leaders
 ‘great leaders are made not born’
BEHAVIORAL THEORIES
 KURT LEWIN – proposed that workers behavior
is influenced by interactions between the
personality, the structure of the primary work
group, and the socio-technical workplace
 Leadership styles – authoritarian, democratic and
laissez- faire
 Developed “Field Theory of Human Behavior”
Kurt Lewin
 He proposed that change undergoes 3 stages:
unfreezing, change occurs, re-freezing
Chris Argyris
 Organizational psychologist sought to study the
way people in the organization act and react with
each other
 He explains the patterns of reasoning that
explains one’s behavior
 He developed the concepts: Ladder of Inference
and Double Loop Learning
Alvin Toffler
 He is a futurist known for his works discussing the
digital revolution, communications revolution, corporate
revolution and technological singularity
 He categorized changes in cultural behavior and
civilization in terms of ‘waves’
 He believed that the 3rd wave will be using new medical
technologies from self-diagnosis to instant analysis of
ailments to self administered therapies delivered by
nanotech instead of doctors and nurses
Rensis Likert
 He developed Likert Scales and Linking Pin
Model
 He also developed an Organizational Design
 He identify 4 main styles of leadership called the
Four (4) Systems Approach
Robert R. Blake and Jane Mouton
 Developed the Managerial Grid Model which
attempt to conceptualize management in terms of
relations and leadership
 They characterized 5 leadership styles according
to two dimensions: concern for task or
production and concern for people
 The Major Leadership Grid Styles
1,1        Impoverished management. Often referred to as Laissez-faire leadership. 
Leaders in this position have little concern for people or productivity, avoid taking sides, and
stay out of conflicts.  They do just enough to get by.
1,9        Country Club management.  Managers in this position have great concern for
people and little concern for production.  They try to avoid conflicts and concentrate on
being well liked.  To them the task is less important than good interpersonal relations.  Their
goal is to keep people happy.  (This is a soft Theory X approach and not a sound human
relations approach.)
9,1        Authority-Compliance.  Managers in this position have great concern for
production and little concern for people.  They desire tight control in order to get tasks done
efficiently.  They consider creativity and human relations to be unnecessary.
5,5        Organization Man Management.  Often termed middle-of-the-road leadership. 
Leaders in this position have medium concern for people and production.  They attempt to
balance their concern for both people and production, but they are not committed.
9+9      Paternalistic “father knows best” management.  A style in which reward is
promised for compliance and punishment threatened for non-compliance
Opp  Opportunistic “what’s in it for me” management.  In which the style utilized
depends on    which style the leader feels will return him or her the greatest self-benefit.
9,9        Team Management.  This style of leadership is considered to be ideal.  Such
managers have great concern for both people and production.  They work to motivate
employees to reach their highest levels of accomplishment.  They are flexible and
responsive to change, and they understand the need to change.
 
Situational or Contingency Theory
 Paul Hershey and Kenneth Blanchard
- Leaders should adapt their style to follower
development style (or ‘maturity’) based on how
ready and willing the follower is to perform
required tasks.
- He identified 4 leadership styles (S1 to S4) that
match development levels
Situational Leadership Theory
Leadership Styles Development Levels
S1: Directing Leaders
D1: Low Competence,
High Commitment
S2: Coaching Leaders
D2: Some Competence,
Low Commitment
S3: Supporting Leaders
D3: High Competence,
S4: Delegating Leaders Variable Commitment
D4: High Competence,
High Commitment
Fred Fiedler
 Developed his theory on the premise that leaders’
personal characteristics are stable, and so is the
leadership style
 “Fiedler Contingency Model” is a leadership
theory that moved from research of traits and
personal characteristics of leaders to leadership
styles and behaviors
Fielder’s Contingency Model
In this model leadership is effective when the leader’s style is appropriate to the
situation, as determined by three principal factors:
 
  

1.       Leader-member relations: The nature of the interpersonal

relationship between leader and follower, expressed in terms of good
through poor, with qualifying modifiers attached as necessary.  It is
obvious that the leader’s personality and the personalities of
subordinates play important roles in this variable.

2.       Task structure: The nature of the subordinate’s task, described

as structured or unstructured, associated with the amount of creative
freedom allowed the subordinate to accomplish the task, and how the
task is defined.

3.       Position power:  The degree to which the position itself enables
the leader to get the group members to comply with and accept his or
her direction and leadership
Victor Harold Vroom and Yetton
 Suggested that the selection of a leadership style
will determine decision-making
 Vroom’s participative model provides a set rules
or norms that determine how participatory a
leader should be when making decisions
Robert House
 He proposed the Path Goal Theory of Leadership
 He said that leader can affect the performance ,
satisfaction, and motivation of a group through rewards,
clarification of paths to goals and removal of obstacles in
work performance
 Directive leadership, supportive leadership, participative
leadership, achievement-oriented leadership
 PATH GOAL THEORY
1.       Directive Leadership: The leader explains the
performance goal and provides specific rules and
regulations to guide subordinates toward achieving it.
2.       Supportive Leadership: The leader displays
personal concern for subordinates.  This includes being
friendly to subordinates and sensitive to their needs.
3.       Achievement-oriented Leadership:  The leader
emphasizes the achievement of difficult tasks and the
importance of excellent performance and simultaneously
displays confidence that subordinates will perform well.
4.       Participative Leadership: The leader consults with
subordinates about work, task goals, and paths to resolve
goals.  This leadership style involves sharing information as
well as consulting with subordinates before making
decisions.
Contemporary Leadership Theories
 Transactional Leadership Style
- the leader motivates the followers by appealing to their
own self-interest
- MOTIVATE by means of EXCHANGE process
 Encompasses 4 types of behavior:
 Contingent reward
 Management by Exception
 Active Management by Exception
 Laissez- Faire Leadership
Transformational Leadership
 The most effective leadership behavior to achieve
long term success and improved performance
 Transformational leaders are highly visible and
spend a lot of time communicating
Servant Leadership
 Endure misunderstanding and suffering instead of
seeking honor and glory
 Show initiative when people are apathetic
 Forge ahead so it will be easy to drift with the
tide
Robert Greenleaf
 He coined the term ‘servant leadership’
 Emphasizes the role of the leader as STEWARD
of the resources
 ‘ A true servant leader is a servant first’
 Describing Filipino styles of leadership could be very
difficult and serious task. Most writers and researchers
termed it as dynamic, not static, because the Philippine
society is constantly under various pressures where
changes are inevitable.

 Soriano (1973) informed that the paternalistic style and

the more professional style of leadership and
management will continue to exist side by side in the
Philippines: the first can be termed as autocratic style of
leadership
and the latter, democratic style of leadership. He
believed that in the long run, a blend of the two
will eventually emerge i.e. a Filipino managerial
pool that practices benevolence but at the same
time solidly based on professional competence
will be guided by a well- honored sense of social
responsibility.
Leadership vs. Management
Manager
Leader 
Officially appointed
May or may not have official  Vested with power and
appointment to the position authority by the organization
Vested with power and 
Implements predetermined
authority by the group goals, policies, rules and
Influence others towards regulations
goal setting 
Measures the risks to be taken
Interested in risk taking and
in line with the expected results
exploring new ideas
Relates to people personally

Relates to people accdg to their
roles
Feels rewarded by personal
achievement

Feels rewarded when
May or may not be as
accomplishing organizational
missions or goals
successful managers 
Managers as long as the
appointment holds



UNIT 2 - MANAGEMENT

AILYN B. PINEDA
The manipulation of people,
the environment, money, time, and other
resources to reach organizational goals
To forecast and plan, to organize and to
command, to coordinate, and to control (Fayol)
The creation of an internal environment in an
enterprise in which individuals work together
as a group
• A series of systematic, sequential, or
instances of overlapping steps directed
toward the achievement of organizational
goals and objectives.
• Is a process of integrating various parts of
an organization into a working whole in
order to accomplish specific objectives
 Scientific management
 Bureaucracy
 Human relations
 Theory of motivation – Hygiene
 Theory X and theory Y
 Theory Z
 TQM
 Refers to a type of management that
characterized and guided by the application of
scientific approaches to solve managerial
problems in the business & industry.
FATHER OF SCIENTIFIC MANAGEMENT Frederic
W. Taylor (1856 – 1915)

 Frederic W. Taylor was an engineer who introduced

precise procedures founded on systematic
investigations of specific situation. He viewed the
organization as a machine to be run efficiently to
increase production. Taylor believed that various
management problems could be solved by applying
the methods of science.
Taylor also forwarded specific principles of
scientific management of human resources.
These principles maybe presented as follows:

 There is a necessity to apply science in the development of

each job, to replace the old rule-of-thumb method.

 There should be scientific selection, training, and

development of workmen in order to achieve optimum
efficiency.
 There should be adequate compensation of the workmen
according to his accomplishment and friendly cooperation
between management and workers to make sure that the
work being done is in conformity with sound principles of
scientific management and human relations.

 There should be equitable division of work and

responsibilities between management and workmen, giving
everyone the functions for which he is best suited, and as
such, preserving his own individuality in the exercise of his
own initiative.
a. Formality h. Memoranda &
b. Low autonomy minutes
c. A climate of rules & i. Centralization
conventionality j. Controls
d. Division of labor k. Emphasis on high
e. Specialization level of efficiency
f. Standardized and production
procedures
g. Written specifications ( Swansburg, 1990 )
ADVANTAGES

1. Competent and responsible DISADVANTAGES

employees are produced.
2. Employees perform by uniform 1. Complaints about red tape are
rules and conventions. frequently heard and
3. Employees are accountable to experienced.
one manager who is in authority. 2. Procedural delays are
4. They maintain social distance observable.
with supervisor and clients. 3. General frustrations among
employees and clients are
5. Favoritism is reduced and inevitable.
impersonality is promoted.
6. Rewards and other incentives are
provided to employees based on
technical qualifications, seniority
and achievement.
 Refers to the integration of people into work situation
in a way that motivates them to work productively,
cooperatively, and with economic, psychological, and
social satisfaction. (Andres, 1989)

 Signifies the individual worker as the source of

control, motivation and productivity in organizations.
(Heidenthal, 2003)
Achievement Salary
Recognition Supervision
Work Job Security
Responsibility Positive working
conditions
Advancement Personal life
Possibility of growth Interpersonal relationships
Company policy
Status
Theory X and theory Y
Douglas McGregor
Theory Y
Physical and mental effort
Theory X are as natural as play or rest
Assumptions: Man will exercise self-
Average person has an direction for objectives to
inherent dislike of work which he is committed
People must be coerced, Commitment to objectives is
controlled, directed, a function of reward
threatened with Average person learns to
punishment accept and seek
Average person prefers to responsibility
be directed, and wishes to Imagination and creativity
avoid responsibility are widely distributed
People's potentials are only
partially utilized
Expanded Theory Y to support democratic
leadership
Seeks to establish a long-term employment
culture within the organization (job security,
quality circles, strong bonds between
superiors & subordinates).
Uses collective/ consensus decision making
as much as possible.
Characteristics of Type Z organizations are as
follows:

a) Long – term (lifetime) employment

b) Slowed down rates of evaluation & promotion
c) More implicit and less formalized control system
d) Personal concern for the employee
e) Cross- functional rotation
f) Some degree of participative consensual decision making
g) Emphasis on individual responsibility
emphasized that a well-managed organization
was one in which statistical control reduced
variability and resulted in uniform quality and
predictable quantity of output.

Is known today as a philosophy of management

that is driven by customer needs and expectations.
1. Focus on the customer – the customer includes not
only outsiders who buy the organization’s product or
services (nursing services), but also internal customers
like accounts payable personnel, who interact with and
serve others in the organization.

2. Continuous improvement – TQM is a commitment to

never being satisfied. Very good is not enough. Quality
can be always improve.
3. Improves the quality of everything the organization does
– TQM uses a very broad definition of quality. It relates
not only to the final product but also to how the
organization handles deliveries, how rapid it responds to.

4. Measures accurately – TQM uses statistical techniques

to measure every critical variable in the organization’s
operations. These are compared to standards to identify
problems, trace them to their roots, and eliminate their
cause.
5. Involves employees – TQM involves people in the
line in the improvement process. Teams are widely
used in TQM programs for finding and solving
problems