Leadership theories

nursing theories

1. Leadership Theories By / Mahmoud Shaqria محمود محمد شقريه

2. OUT LINES Definition of terms ( leadership , theory ) Leadership theories : Traditional theories : - Great Man Theory - Trait Theory - Behavioral Theories Advanced theories : - Contingency Theory - Transformational theory - Transactional theory - servant theory - Quantum Theory

3. Definition of terms : Leadership : is lifting a person’s performance to higher standard, the building of a personality beyond his normal limitations Leadership : Interpersonal process involving influence and role modeling that inspire people to achieve personal and group goals

4. Theory : The branch of a science or art consisting of its explanatory statements, accepted principles, and methods of analysis, as opposed to practice .

5. Leadership theories Traditional theories Advanced theories

6. Traditional theories Great Man Theory Trait Theory Behavioral Theory

7. Great Man Theory (1840) Leaders are born, not made. This approach emphasized that a person is born with or without the necessary traits of leaderships. According to the great man theory of leadership, Leadership qualities are inherent such as charisma, confidence, intelligence, and social skills, “Great man” theories (Gandhi, Napoleon)

8. Cont…. There are objections directed to this theory: theory ignore environmental factors, there are other factors regarding the circumstances of society, and the nature of the organization This theory believes the futility of leadership skill development, it is possible with the acquisition of ordinary individuals some customs and traditions and values so that they can later thanks to this ongoing care to become successful leaders.

9. Trait Theory (1930's - 1940's) The trait theory is based on the great man theory, but it is more systematic in its analysis of leaders. Like the great man theory, this theory assumes that the leader’s personal traits are the key to leadership success.

10. Cont.…. Abilities Personality Intelligence Cooperation Interpersonal skills Diplomacy Prestige Social participation Adaptability Creativity Cooperativeness Alertness Self confidence Personal integrity Independence Knowledge Judgment Decisiveness Oral fluency A) Bass (1990)

11. CONT….. Ordway Tead : Has published a list of ten traits he deems necessary for leadership Traits of Leaders : Intelligence Physical Features Inner Motivation Maturity Vision & Foresight Acceptance of Responsibility Open-Minded and adaptability Self-confidence Human Relations Attitude Fairness and Objectivity

12. Cont …… There are objections directed to this theory: difficulty availability of all the features mentioned in the one person. different researchers in identifying leadership traits. The lack of realism and overlooked attitudinal nature of leadership

13. Behavioral Theory In this theory full focus is on the actual behavior and actions of leaders instead of their personal qualities. This theory emphasis on what the leaders do and how they behave to become effective leaders. According to trait theory leadership is inherited but according to behavior theory leadership can be learned.

14. CONT….. Three Approaches to Behavioral Studies :- Studies Based on Leadership Styles Studies Based on Leadership Dimensions Studies Based on Leadership Grid

15. CONT….. Studies Based on Leadership Styles : BY ( Lewin , Lippit ad White ( 1939 ) ) Autocratic Democratic Laissez-Faire

16. CONT….. Autocratic( autocratic) Concerned with task accomplishment rather than relationship. Uses directive behavior Make decisions alone Lack of group support proved useful in crisis situation

17. CONT….. Democratic style   Concerned with human relations and team work ( participation in decision making and responsibilities). Improve open and two way communication. Create spirit of collaboration and exert effort that lead to staff satisfaction.

18. Lassies faire style Tends to have few established policies: abstains from leading. Useful When all group members are highly motivated and self directed by this style can result in much creativity & productivity Not useful when all group member not motivated and lead to Very frustration, apathy, decrease sense of group unity leading to decreased productivity & satisfaction CONT…..

19. Studies Based on Leadership Dimensions: Ohio State Studies University of Michigan Studies CONT…..

20. Ohio State Studies : In 1945 at Ohio State University initiated a series of studies on leadership. Ultimately, these studies narrowed the description of leader behavior to 2 dimensions: CONT…..

21. Initiating structure : It emphasis on the work to be done, a focus on the task and production. Leader concerned with how work is organized and on the achievement of goals. The leader clearly defines the leader-subordinate role so that everyone knows what is expected CONT…..

22. Consideration : The extent to which a leader is likely to have a job relationships characterized by mutual trust , respect for subordinates ,ideas , and regard for their feelings . CONT…..

23. University of Michigan Studies : They found that two types of leadership behavior: Task-oriented behavior: Manager play close attentions to subordinate’s work, explain work procedures, and are interested in performance. Includes planning, scheduling, and coordinating activities CONT…..

24. Relationship-oriented behavior: Managers are interested in developing a cohesive work group and ensuring that employees are satisfied with their job. Their primary concern is the welfare of subordinates. Includes acting friendly and considerate, showing trust and confidence, expressing appreciation, and providing recognition. Cont …..

25. Studies Based on Leadership Grid : Managerial Grid This theory is propounded by Robert R. black & Jane S. Mouton. Managerial Grid is a graphic model of alternative combinations of managerial styles or behaviors on a 2 dimensional space. 1. concern for people 2. concern for production CONT…..

26. According to this theory, leaders are most effective when they achieve a high & balanced concerned for people and for task. These are shown on vertical and horizontal dimensions of the Grid on a 1 to 9 scale or degree. CONT…..

27. Managerial Grid Diagram CONT….. Concern for Production Concern for People

28. Although there can be 81 possible combinations (9*9), but for illustrative purposes they have identified 5 combinations of styles. These are as follows: Impoverished leadership : 1,1 low concern for production as well as for people. Country club leadership : 1,9 low concern for production and high concern for people. Task leadership : 9,1 high concern for production and low concern for people. Middle of the road leadership : 5,5 moderate concern for production and people. Team Leadership : 9,9 high concern for production and people. CONT…..

29. Advanced theories Contingency Theory Transformational theory Transactional theory servant theory Quantum Theory

30. Contingency Theory The personality and behavior theories of leadership ignore situational factors in determining the success or effectiveness of leader. Some theories considered under this theory: Fiedler model Path goal theory Hersey & Blanchard's vroom & Yetton’s Leader-Participation Model

31. Fiedler’s Contingency Model of Leadership Fiedler believes that a key factor in leadership success is the individual’s basic leadership style based on Task oriented. Human relationship oriented.

32. Cont….. Situational variables are described by Fiedler in terms of following three dimensions: Leader Member Relationship : the extent to which the leader is accepted, respected and trusted by members of his work group. Task Structure : the extent to which the jobs of members of the work group are defined and known. Position Power : the extent of formal authority commanded by the leader and also the rewards and penalties he can dispense to members.

33. CONT….. To find out that basic style Fiedler created the Least Preferred Co-worker (LPC) questionnaire for the purpose to measure whether a person is task oriented or relationship oriented. It asks the respondents to think of all the co-workers they have ever work and to describe the person they least enjoyed working with by rating that person on a scale of 16 set of contrasting questions

34. CONT….. If the low LPC score then the person is task oriented If the high LPC score then the person is relationship oriented According to Fiedler, the group performance can be improved in 2 ways. One is leadership training to modify the personality and values. Second is the modification or improvement of the situation.

35. CONT…..

36. path-goal theory of leadership Robert    House (1971) Based on Expectancy Theory of Motivation Theory assumes people can change their leadership styles to fit the situation Emphasizes the relationship between the leaders style the characteristics of the subordinates the work setting

37. CONT….. Major Components of Path-Goal Theory Directive leadership Supportive leadership Achievement-oriented leadership Participative leadership

38. CONT….. Directive Leadership Leader who gives subordinates task instruction including: What is expected of them How task is to be done Timeline for task completion For role ambiguity

39. CONT….. Supportive Leadership Refers to being friendly, approachable, and supportive as a leader and includes: Attending to well-being & human needs of subordinates’; Using supportive behavior to make work environment pleasant and more tolerant; Increase self-confidence and lower anxiety.

40. CONT….. Participative Leadership Leader who invites subordinates to share in the decision-making A participative leader: Consults with subordinates Seeks their ideas & opinions Integrates their input into group/organizational decisions

41. CONT….. Achievement Oriented Leadership Leader who challenges subordinates to perform work at the highest level possible An achievement oriented leader: Establishes a high standard of excellence for subordinates; Seeks continuous improvement; Demonstrates a high degree of confidence in subordinates’ ability to establish & achieve challenging goals.

42. Hersey & Blanchard’s Situational Leadership (SLT) This model is developed by Paul Hersey & Ken Blanchard. It has been widely accepted in all the military services. This theory focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which is contingent on the level of followers readiness or maturity. Situational leadership uses the same two leadership dimensions that Fiedler identified: Task and relationship behavior.

43. CONT….. However Hersey & Blanchard go a step further by considering each as either high or low and then combining them into 4 specific leader behaviors; telling, selling, participating, delegating. Telling (high-task-low relationship): the leader defines roles and tells people what, how, when, and where to do various tasks. It emphasizes direct behavior.

44. Cont … Selling (high-task high relationship): the leader provides both supportive as well as directive behavior. Participating (low-task-high relationship): the leader and follower share in decision making, with the main role of the leader being facilitating and communicating. Delegating (low-task-low relationship): the leader provides little direction and support

45. CONT….. The final component in Hersey & Blanchard's theory is defining 4 stages of follower readiness: R1: people are both unable and unwilling to take responsibility to do something. R2: people are unable but willing to do the necessary job tasks. R3: people are able but unwilling to do what the leader wants. R4: people are both able and willing to do what is asked of them.

46. CONT….. HR&LT LT&LR HT&HR HT&LR Mature Immature

47. vroom & Yetton’s Leader-Participation Model : This model decides the amount of participation leaders should seek from employees in decision making. The theory focuses on 2 key variables that determine the effectiveness of decisions when measured by group performance which are quality and acceptance. Decision quality: refers to the degree of excellence of the course of action that is chosen.  Decision delegate: refers to the amount of subordinate commitment to implementing the chosen alternative

48. CONT….. Vroom and Yetton identified 5 leadership styles:   1- telling style : use to assess problem, make decision independently and inform followers 2- selling style : use to gather information from followers about problem, make decision independently and persuade followers to implement it 3- consultative style : use to seek advice from followers individually, make decision independently and inform followers 4- joining style : use to join the group, seek suggestion, make decision independently and inform followers 5- delegation style : use to work with followers in developing solution to the problem and facilitate consensus-building toward a group solution, which generally is accepted and implemented as the group wishes

49. Transactional theory: Provides direction for subordinates to achieve set objectives. Motivate followers through( reward and punishment) Leader works in the organizational culture. aimed at maintain equilibrium by performing work according to policy and procedures

50. Transformational theory emphasizes on importance of interpersonal relationships . Concerned with effecting revolutionary change in organization and human services. Special ability to create innovation & change the goal of transformational leader is to generate employees commitment to the vision or ideal rather than themselves. work to change the organizational culture by implementing new ideas.

51. Differentiation between transactional and transformational leadership styles Transactional leadership has no vision of what could be concerned with day to day operations does not possess the qualities of charisma does not empower non support his staff use contingent reward and \ or management by exception . not dealing with trails in performance , corrective actions maximize personal benefits . try to fulfill the lower lever need (physical , economics of safety ) the performance of both the leader and staff is ordinary . looks at causes Transformational leadership has a vision of what to be accomplished concerned with second order change. Possess the qualities of charisma. Empower and support his staff. use management by objective and participative management . Encourage support trial and error in staff performance. Optimize systemic benefits. Try to fulfill the higher lever need (self-actualization). The performance of both the leader and staff is extraordinary. looks at effects .

52. Servant theory (Robert Greenleaf, 1977): Servant leadership is the process of enabling individuals to grow healthier, wiser, freer, and more autonomous through the art of servant-hood, it is based on the premise that leadership originates from a desire to serve, to be a great leader you must serve first. According to Robert Greenleaf, the focus of leadership should be on serving rather than leading. Based on the theory that leaders lead best by serving their followers rather than by commanding them, when other people’s need take priority. In servant leadership leaders serving the needs of followers, and empowering them rather than the organization. Thus; servant leaders consider their followers’ needs first then empower them to achieve organizational goals.

53. Cont… Robert Greenleaf defined the following 10 principles and characteristics as critical to success for a servant leader: Listening Empathy Building community Healing Awareness Commitment to the growth of people Foresight Persuasion Stewardship Conceptualization

54. This theory builds upon transformational leadership and suggest that leaders must work together with subordinates to identify common goals, exploit opportunities and empower staff to make decisions for organizational productivity to occur. It matters little what you did, it only matters what outcome you produced (organizational productivity). Quantum Theory (porter- o’gady & Malloch , 1900):

55. Within this framework employees become directly involved in decision making as equitable & accountable partners & managers assume more of an influential facilitative role rather than one of control The leader’s role is to encourage employees to ‘close the door on receding practices & challenge them to simply turn around & squarely confront the opportunities & challenges of emerging practice. Cont …..