Professional Documents
Culture Documents
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 what
leaders do; the process
of influencing a group to
achieve goals
JOHNASSE SEBASTIAN C. NAVAL, RN
Leaders innovate
accountable
Must possess enthusiasm, energy, and
commitment
JOHNASSE SEBASTIAN C. NAVAL, RN
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.
Trait Theories
Assume
Contemporary
Pattern
Lewin,
others
Emphasis is on difference in status
Criticism is punitive
JOHNASSE SEBASTIAN C. NAVAL, RN
Results
Results
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
JOHNASSE SEBASTIAN C. NAVAL, RN
followers
of
Adjust
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
Diagnosing
Adapting
Communicating
Five
Five
Management adequate
performance is
accomplished by balancing
staff morale and getting
work done
JOHNASSE SEBASTIAN C. NAVAL, RN
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
position power
JOHNASSE SEBASTIAN C. NAVAL, RN
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
JOHNASSE SEBASTIAN C. NAVAL, RN
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
JOHNASSE SEBASTIAN C. NAVAL, RN
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 effort
Supportive
Leadership
Increase self-confidence
Lower Anxiety
Directive
Leadership
Increase size
of incentives
Strengthen reward
contingencies
Increase effortperformance
expectancy
Increase outcome
valences for task
success
Increase
subordinate
effort
Causal Variables
Leader Behavior
Intervening Variables
Subordinate expectations
Outcome Variables
Subordinate effort
and satisfaction
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-
presented
JOHNASSE SEBASTIAN C. NAVAL, RN
deliver it
Rewards according to worker effort
Responsive to worker self-interests
JOHNASSE SEBASTIAN C. NAVAL, RN
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
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)
Kanter (1989)
Guiding
Directing
Teaching
Motivating
Motivating
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