Johnasse Sebastian C. Naval, RN

JOHNASSE SEBASTIAN C.
NAVAL, RN
JOHNASSE SEBASTIAN C. NAVAL, RN
Leadership
is commonly
defined as a process of
influence whereby the
leader influences others
toward goal achievement
Some
researchers people
endowed with authority
are leaders
Leadership is a force that

creates a capacity
among a group of people
to do something that is
different or better
Leadership what
leaders do; the process
of influencing a group to
achieve goals
The process of influencing people to

accomplish goals
Leaders innovate
Leaders focus on people
Leaders inspire thru personal

trustworthiness & self-confidence
Leaders communicate a vision that turns

self-interest into commitment to the job
Use a wide variety of interpersonal skills
to influence others to accomplish a

specific goal
Have the capacity to earn and hold trust
Must be personally authentic and
accountable
Must possess enthusiasm, energy, and
commitment
Formal leadership
is based on occupying a position in an
organization, called assigned leadership
Informal leadership
occurs when an individual demonstrates
leadership outside the scope of a formal
leadership role or as a member of a group,
rather than as the head or leader of the
group. The informal leader can be considered
to emerge as a leader when accepted by
others and perceived to have influence.
Leadership theory is an evolving field;

while these highlight the most common
theories of the last century, more theories
continue to be researched in the elusive
search for a definitive understanding of
leadership. More recent leadership
theories are discussed on the following
slides.
Great Man Theory

Earliest approach
Identify great person from masses
Certain traits success/effectiveness
Aristotelian philosophy some
people are born to be leaders
while others to be led
Trait Theories
Assume
some people have certain

characteristics or traits that make
them better leaders than others
Studied great leaders throughout
history
Power and situations were ignored
Contemporary
theories said that

leadership is a skill and can be
developed
Not inborn
Pattern
of actions used by different

individuals determines leadership
potential
McGregor et al moved away from
studying the traits of leadership
situation
Lewin,
White and Lippit isolated

common leadership styles
Autocratic, democratic and laissez-faire
Strong control over work group

Others are motivated by coercion
Others are directed with commands
Communication flows downward
Decision making does not involve
others
Emphasis is on difference in status
Criticism is punitive
Results
Results
in well-defined group actions

are predictable = reduce
frustration in work group
Productivity is usually high
Creativity, self-motivation and
autonomy are low
Useful in crisis situation
Common in large bureaucratic
system
Less control is
Economic and
maintained
ego awards are used to
motivate
Others are directed through suggestions
and guidance
Communication flows up and down
Decision making involves others
Emphasis is on we rather than I and
you
Criticism is constructive
Appropriate for groups that work together

for extended periods
Promotes autonomy and growth of
individual
Effective when cooperation and
coordination are necessary
Takes time because of consultative process
Frustrating for those who want decisions
made rapidly
Less efficient quantitatively
Permissiveness, with little or no control

Motivation by support when requested by
group
Provision of little or no direction
Communication upward and downward
flow among members
Decision making dispersed throughout the
group
Emphasis on the group
Criticism withheld
Leader traits and/or leader behaviors are

important aspects but must be taken in
context.
That is, the situation matters.
No single best way to lead

Focus on maturity or readiness
followers
Ability and willingness
of
Adjust
emphasis on task and

relationship behaviors according to
the readiness of followers to perform
their tasks
Mary Follet
social system of contingencies
Need for integration
Leadership Styles
Telling: low readiness, untrained and
inexperienced employees
Selling: low/moderate readiness, trained
but inexperienced employees
Participating: moderate/high readiness,
able but unwilling, employees skeptical
Delegating: high readiness, employees
ready and willing to take responsibility
Hersey and Blanchard

Developed situational approach
Effectiveness of leader is based on
level of maturity of followers
As followers mature = less task
focus for leader
Diagnosing
Adapting
Communicating
The foundation of this theory is that

management should have concern for
both human relations and completion of
work tasks.
The two scales range from 1 to 9 with 9

being a higher concern.
Five
(5) management styles are

identified:
Impoverished Management low
concern for both people and tasks
Country Club Management high
concern for people and low

concern for tasks
Five
(5) management styles

are identified:
Organizational Man
Management adequate
performance is
accomplished by balancing
staff morale and getting
work done
Five (5) management styles are

identified:
Authority Obedience high concern
for tasks and low concern for people
Team Management high concern for
both people and accomplishment of

tacks
9 -------------------------------------------------------------------------COUNTRY-CLUB
TEAM
(1,9)
CONCERN
FOR
PEOPLE
(9,9)
MIDDLE OF ROAD
(5,5)
IMPOVERISHED
1
TASK
(1,1)
(9,1)
--------------------------------------------------------------------------1
9
CONCERN FOR PRODUCTION
Tannenbaum and Schmidt

Managers need a mixture of
autocratic and democraric
leadership behaviors or styles
Style depends on nature of situation,
skill of manager and abilities of
members
Reinforced contingency approach

Group effectiveness depends on
appropriate match bet. leaders style

and the demands of the situation
Situational control
Least preferred coworker
Important variables
Leader/member relations, task structure,
position power
Suggests that no one leadership style is

the best for every situation.
There are three (3) dimensions that
influence leadership style:
Leader-staff relations
Task structure
Position power
Rooted in Expectancy
Leader behaviors
Directive
Supportive
Achievement-oriented
Participative
Theory
SITUATIONAL FACTORS
Characteristics of subordinates
Locus of control
Experience
Perceived ability
Characteristics of environment
Task structure
Formal authority system
Work group
Directive
Supportive
Achievement-oriented
Participative
DIRECTIVE
Lets subordinates know what is
expected
Plans and schedules work to be
done
Gives specific guidance what
should be done and how it should
be done
Maintains clear standards of
performance
SUPPORTIVE
Shows concern for well-being of
subordinates
Treats members as equals
Does little things to make the work
more pleasant
Friendly and approachable
ACHIEVEMENT-ORIENTED
Sets challenges goals
Expects subordinates to perform at
the highest level
Seeks improvement in
performance, while showing
confidence in workers
PARTICIPATIVE
Consults with subordinates
Solicits suggestions
Takes suggestions seriously into
consideration before making
decisions
Reduce boredom
Make job more
tolerable
Increase the intrinsic

valence of work
Increase effort
Supportive
Leadership
Increase self-confidence
Lower Anxiety
Increase effortperformance expectancy
Reduce role ambiguity
Directive
Leadership
Increase size
of incentives
Strengthen reward
contingencies
Increase effortperformance
expectancy
Increase outcome
valences for task
success
Increase performancereward expectancies
Increase
subordinate
effort
Causal Variables
Leader Behavior
Intervening Variables
Subordinate expectations
Situational Moderator Variables

Characteristics of task and environment
Characteristics of subordinates
Outcome Variables
Subordinate effort
and satisfaction
CONTEMPORARY THEORIES OF LEADERSHIP
Burns (1978)
Both leader and followers have the ability
to raise each other to higher levels of
motivation and morality
Traditional manager concerned with day-to-
day operations termed as transactional leader

Manager who is committed, has a vision, and
empowers others with vision is termed as

transformational leader
Inspirational, idea-oriented, visionary

Dramatic, arouses intense feelings
Communicates high expectations and a
need for a change
Unpredictable
Relies on referent or charismatic power

Raises level of awareness and commitment
Gets followers to transcend their self-interests
Requires trust and belief in the vision
presented
Exchanges rewards for services

Management by exception (Watches for
deviations)
Keeps the system operating smoothly
Uses reward and coercive power bases

Recognizes what workers want and tries to
deliver it
Rewards according to worker effort
Responsive to worker self-interests
Transformational
Transformational
Leadership
Leadership
Broadening and
elevating follower goals
Performance
Performance
beyond
beyond
expectations
expectations
Idealized
IdealizedInfluence
Influence
Inspiration
Inspiration
Intellectual
Intellectualstimulation
stimulation
Individualized
Individualized
consideration
consideration
Transactional
Transactional
Leadership
Leadership
Leader/follower exchange
Contingent
Contingentreward
reward
Management
Managementby
by
exception
(active
exception (activeor
or
passive)
passive)
Laissez
Laissezfaire
faire
Agreed
Agreedupon
upon
performance
performance
Transactional
leadership
Transformational
leadership
Transactional leadership
Contingent Reward
Management by Exception
Laissez Faire
Transformational leadership
Individualised consideration
Charisma
Inspiration
Intellectual stimulation
TRANSACTIONAL LEADER
Focuses on
management tasks
Is a caretaker
Uses trade-offs to
meet goals
Does not identify
shared values
Examines causes
Uses contingency
reward
TRANSFORMATIONAL
LEADER
Identifies common
values
Is committed
Inspires others with
vision
Has long-term vision
Looks at effects
Empowers others
Interactional theory
Leadership behavior is determined by the

relationship between the leaders
personality and the specific situation
Schein (1970)
Human as complex beings whose working
environment was an open system to which
they responded
System objects, with relationships
between the objects and its attributes
Brandt (1994)
Leaders develop work environment that

fosters autonomy and creativity through
valuing and empowering others
Affirms uniqueness of individuals
Contribute unique talents to a common goal
Peter Drucker leadership is a

responsibility rather than a rank or
privilege
Kanter (1989)
Title and position authority were no

longer sufficient to mold a workforce,
subordinates are encouraged to think
for themselves and instead managers
must learn to work synergistically with
others
Guiding
Directing
Teaching
Motivating
Motivating
for goal setting

for achievement
Honesty
Vision
Competence
Communicatio
n
Motivation
Knowledge
Decisiveness
Risk-taking
Caring
Balance
Humor
Self-awareness
Intelligence
Knowledge
Judgment
Decisiveness
Oral fluency
Emotional intelligence
Independence
Personable
Adaptability
Creativeness
cooperativeness
Alertness
Confidence
Personal integrity
Emotional balance and
control
Ability
Able to enlist cooperator
Interpersonal skills
Tact
Diplomacy
Prestige
Social participation
Nonconformity

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JOHNASSE SEBASTIAN C.

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

Leadership is a force that

The process of influencing people to

Leaders focus on people

JOHNASSE SEBASTIAN C. NAVAL, RN

Leaders inspire thru personal

Leaders communicate a vision that turns

JOHNASSE SEBASTIAN C. NAVAL, RN

Use a wide variety of interpersonal skills

to influence others to accomplish a

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

Leadership theory is an evolving field;

Great Man Theory

JOHNASSE SEBASTIAN C. NAVAL, RN

some people have certain

JOHNASSE SEBASTIAN C. NAVAL, RN

theories said that

JOHNASSE SEBASTIAN C. NAVAL, RN

of actions used by different

JOHNASSE SEBASTIAN C. NAVAL, RN

White and Lippit isolated

JOHNASSE SEBASTIAN C. NAVAL, RN

Strong control over work group

JOHNASSE SEBASTIAN C. NAVAL, RN

in well-defined group actions

Appropriate for groups that work together

JOHNASSE SEBASTIAN C. NAVAL, RN

Permissiveness, with little or no control

JOHNASSE SEBASTIAN C. NAVAL, RN

Leader traits and/or leader behaviors are

JOHNASSE SEBASTIAN C. NAVAL, RN

No single best way to lead

Ability and willingness

JOHNASSE SEBASTIAN C. NAVAL, RN

emphasis on task and

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

Hersey and Blanchard

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

The foundation of this theory is that

The two scales range from 1 to 9 with 9

JOHNASSE SEBASTIAN C. NAVAL, RN

(5) management styles are

concern for people and low

(5) management styles

Five (5) management styles are

both people and accomplishment of

JOHNASSE SEBASTIAN C. NAVAL, RN

JOHNASSE SEBASTIAN C. NAVAL, RN

CONCERN FOR PRODUCTION

JOHNASSE SEBASTIAN C. NAVAL, RN

Tannenbaum and Schmidt

JOHNASSE SEBASTIAN C. NAVAL, RN

Reinforced contingency approach