4. The word leadership can
refer to:
• The process of leading.
• Those entities that
perform one or more
acts of leading.
• The ability to affect
human behavior so as
to accomplish a mission
designated by the
leader
Wikipidea
5. LEADERSHIP
• It is the process of encouraging &
helping others to work enthusiastically
towards objectives.
• It is the relationship in which one
person (the leader) influences others
to work together willingly on related
tasks to attain goals desired by the
leader & or group.
6. • The leader has responsibility
for the followers.
• Leaders have a responsibility
towards society and those
who are disadvantaged.
• People who want to help
others best do this by
leading them.
8. Autocratic Leadership
Style
• The classical approach
• Manager retains as much power
and decision making authority
as possible
• Does not consult staff, nor
allowed to give any input
• Staff expected to obey orders
without receiving any
explanations
• Structured set of rewards and
punishments
9. • Greatly criticized during
the past 30 years
• • Gen X staff highly
resistant
• • Autocratic leaders:
• • Rely on threats and
punishment to influence
staff
• • Do not trust staff
• • Do not allow for
employee input
10. Not all bad
• Sometimes the most effective style to use
• When:
• New, untrained staff do not know which tasks to
perform or which procedures to follow
• Effective supervision provided only through detailed
orders and instructions
• Staff do not respond to any other leadership style
• ������ Limited time in which to make a decision
• ������ A manager’s power challenged by staff
• ������ Work needs to be coordinated with another
department or organization
11. Should not be used
• • When:
• ������ Staff become tense, fearful, or
resentful
• ������ Staff expect their opinions heard
• ������ Staff depend on their manager to
make all their decisions
• ������ Low staff morale, high turnover
and absenteeism and work stoppage
12. Bureaucratic
• Manages “by the
book¨
• Everything done
according to
procedure or policy
• If not covered by the
book, referred to the
next level above
• A police officer not a
leader
• Enforces the rules
13. Most effective
• When:
• ������ Staff performing routine tasks
over and over
• ������ Staff need to understand certain
standards or procedures.
• ������ Safety or security training
conducted
• ������ Staff performing tasks that
require handling cash
14. Ineffective
• When:
• ������ Work habits form that are hard
to break, especially if they are no
longer useful
• ������ Staff lose their interest in their
jobs and in their co-workers
• ������ Staff do only what is expected
of them and no more
15. Democratic
Leadership Style
• • Also known as
participative style
• • Encourages staff to be
a part of the decision
making
• • Keeps staff informed
about everything that
affects their work and
shares decision making
and problem solving
responsibilities
16. Democratic:
• Encourages decision making
from different perspectives –
leadership may be emphasised
throughout the organization
– Consultative: process of consultation
before decisions are taken
– Persuasive: Leader takes decision and
seeks to persuade others that the decision
is correct
17. The Leader
• A coach who has the final say,
but gathers information from
staff before making a decision
• Produce high quality and high
quantity work for long periods
of time
• Staff like the trust they receive
and respond with cooperation,
team spirit, and high morale
18. The Democratic
Leader
• Develops plans to help staff
evaluate their own
performance
• Allows staff to establish goals
• Encourages staff to grow on
the job and be promoted
• Recognizes and encourages
achievement
19. Most Effective
• When:
• Wants to keep staff informed about matters that
affect them.
• Wants staff to share in decision-making and
problem-solving duties.
• Wants to provide opportunities for staff to develop
a high sense of personal growth and job
satisfaction.
• A large or complex problem that requires lots of
input to solve
• Changes must be made or problems solved that
affect staff
• Want to encourage team building and
participation
20. Democratic leadership
should not be used when …
• Not enough time to get everyone‟s
input
• Easier and more cost-effective for the
manager to make the decision
• Can‟t afford mistakes
• Manager feels threatened by this type
of leadership
• Staff safety is a critical concern
21. Laissez-Faire
• Also known as the “hands-
off¨ style
• The manager provides little
or no direction and gives
staff as much freedom as
possible
• All authority or power given
to the staff and they
determine goals, make
decisions, and resolve
problems on their own
22. An effective style to
use …
• Staff highly skilled,
experienced, and
educated
• Staff have pride in their
work and the drive to
do it successfully on
their own
• Outside experts, such
as staff specialists or
consultants used
• Staff trustworthy and
experienced
23. Should not be used
• Staff feel insecure at the unavailability of a
manager
• The manager cannot provide regular
feedback to staff on how well they are doing
• Managers unable to thank staff for their
good work
• The manager doesn‟t understand his or her
responsibilities and hoping the staff cover
for him or her
24. Varying Leadership Style
• While the proper leadership style depends on the situation,
there are three other factors that also influence which
leadership style to use.
• 1. The manager‟s personal background. What personality,
knowledge, values, ethics, and experiences does the
manager have. What does he or she think will work?
• 2. The employees being supervised. Employees are
individuals with different personalities and backgrounds.
The leadership style managers use will vary depending
upon the individual employee and what he or she will
respond best to.
• 3. The company. The traditions, values, philosophy, and
concerns of the company will influence how a manager
25. EXAMPLE
(A good leader uses all styles,
depending on what forces are
involved between the
followers, the leader, and the
situation)
26. • Using an authoritarian style on a new
employee who is just learning the job. The
leader is competent and a good coach. The
employee is motivated to learn a new skill.
The situation is a new environment for the
employee.
• Using a participative (DEMOCRATIC) style
with a team of workers who know their job.
The leader knows the problem well, but he
wants to create a team where the
employees take ownership of the project.
The employees know their jobs and want to
become part of the team. The situation
allows time.
27. • Using a delegative style with a worker who
knows more about the job than you. You
cannot do everything! The employee needs
to take ownership of her job. Also, the
situation might call for you to be at other
places doing other things.
• Using ALL: Telling your employees that a
procedure is not working correctly and a
new one must be established
(authoritarian). Asking for their ideas and
input on creating a new procedure
(participative). Delegating tasks in order to
implement the new procedure (delegative).
28. JOURNALING
ACTIVITY
• “Case Analysis of a Nurse Leader
or Manager”
• Identify a nurse you consider as a
Leader or Manager and describe
briefly the person‟s
role/job/position/ and why you
selected him/her.
29. Journal I
• What leadership style is used by the
nurse?
• What Filipino style of leadership is
evident in the person?
• What power is used by the person
as a Leader or Manager?
30. SERVANT LEADERSHIP
• Life and leadership in the service of the
Lord.
• Nurse leaders should use their gifts from
God according to the grace given to them.
• They should talk of God‟s message if they
are gifted with the talent to speak in
proportion to their faith: if to serve, they
should serve; if to teach, they should
teach; if to encourage other people, they
should do so.
31. • They should share with others generously; if
they have the authority, they should work hard,
and they should show acts of mercy with
cheerfulness.
• In nursing, is selfless commitment and devotion
to duty.
• It recognizes the necessity of providing holistic
care to patient – physically and spiritually.
• Nurse leaders are duty-bound in the promotion
of spiritual environment for their patients.
32. Servant Leadership
• A practical philosophy focusing
on people who choose to serve
first and then lead as a way of
expanding service
• Servant leaders are "servants
first" with the object of making
sure that other people's highest
priority needs are being served
• Leaders put the needs of their
followers first; these leaders
rare in business
33. CASAGRA TRANSFORMATIVE
LEADERSHIP THEORY
• The term “CASAGRA
Transformative Leadership” is a
psycho-spiritual model and coined
after the name of the investigator.
This consists of the three S‟s namely:
Servant-leader spirituality, Self-
mastery, and Special expertise in
nursing.
34. The Transformational
Leadership
• Make change happen in:
• Self,
• Others,
• Groups, and
• Organizations
• Charisma a special leadership
style commonly associated
with transformational
leadership; extremely
powerful, extremely hard to
teach
36. Types of
Leadership Style
Paternalistic style
• Leader acts as a „father figure‟
• Paternalistic leader makes
decision but may consult
• Believes in the need to support
staff
37. Leadership styles
Authoritative Style
• Clear about what he is doing
and why he is doing it
• Instills the same clarity in his
followers
• Determines the end and
leaves the choice of means
to his people.
38. Leadership style…
Benevolent style
• Keeps employees happy & in
harmony
• Ensures better communication
• Relationship builder
39. Leadership style…
Coaching style
• Helps employees to identify
their strengths & weakness
• Aligning employees
• Encourages long term
development
• Issues challenging
assignments
40. Leadership style…
Pacesetting style
• Sets high standards and
adheres on it
• Passionate about increase in
quality and productivity
• You perform or leave
organization is the attitude
42. Power
• Ability to impose the will of
one person or group to bring
about certain behaviors in
other persons or groups.
43. Types of Power
• Legitimate - power through official
authority from the organization.
• Referrent - power through
charisma and personal
characteristics.
• Reward - power through providing
rewards or promise of reward to
others.
44. • Expert - power through
possession of special knowledge,
skill or ability
• Coercive - power though fear,
threat or coercion
• Connection - power from coalition
of individuals working together
45. Authority
• Legitimate right to give commands,
to act in the interest of an
organization.
• Conferred power to perform a
service.
• Authority is given and can be
taken away
• Authority is conferred as part of an
exchange
46. Formal and Informal
Authority
• Formal Authority: comes with
various powers of the office and it
is granted because the office
holder promises to meet a set of
explicit expectations (job
descriptions, legislated
mandates, etc.).
47. Importance and relevance of
the position
• SOURCES OF POSITIONAL
POWER
• Formal authority
• Relevance
• Centrality
• Autonomy
• Visibility
48. • Informal Authority: rests on
trust and comes with “the
power to influence attitude
or behavior beyond
compliance.”
• Trust: Predictability on
values and skills.
49. Credibility, Trust, Respect,
Admiration
• SOURCES OF PERSONAL POWER
• Expertise
• Track record
• Attractiveness
• Effort
50.
51. As for the best leaders,
People do not notice
Their existence
The next best, the people honor
And praise
The next, the people fear
And the next, the people hate
When the best leader’s work is done
The people say, “we did it ourselves”
52. The six most important words:
"I admit I made
a mistake"
