LEADERSHIP AND MANAGEMENT

LEADERSHIP THEORIES AND

STYLES

By:

S. Babar Ali

OBJECTIVES

By the end of the session students will be able to:

Define Leadership

Understand different Leadership

Theories

Discuss the style of Leadership

Describe the different types of power used by leaders

OBJECTIVES CONT,
Differentiate between the roles of a
manager and a leader
Discuss ways to become more effective leader
Identify attributes of effective Leaders

WHY STUDY LEADERSHIP &

MANAGEMENT?

Who are our leaders?

DEFINITIONS

Leadership- the process of influencing others

Leaders inspire through personal trustworthiness &
self-confidence
Leaders communicate a vision that turns selfinterest into commitment to the job

WHAT ARE THE 3 PRIMARY TASKS

OF A LEADER?

Set direction: mission, goals, vision

Build commitment: motivate & inspire

Confront challenges: innovation, deal with

change, turbulence, take risks

LEADERSHIP
Process or art of influencing people toward getting
things done.

FORMAL LEADERSHIP
Legitimate authority given by an organization e.g.
Nurse manager, supervisor etc.

INFORMAL LEADERSHIP
Those people who do not have any specific
managerial role, but have a convincing capacity
to influence people. It also depends on knowledge,
skills and status.

DIFFERENCE BETWEEN LEADERS AND

MANAGERS

Leader
Uses interpersonal skills.
Important in creating
connections amongst the
organizations.
Skilled in empowerment
of others.
Generate excitement,
and clearly defines
purpose and mission.
Have the ability to hold
the trust

Manager
Employed by an
organization.
Coordinate and
integrate resources.
Has authority and
accountability, given
by the organization.
Assign and coordinate
tasks
Evaluate the out come

CHARACTERSTICS OF LEADER
Purposeful
No act of leadership is without a purpose, a leader
works to achieve goal by making them clear,
specific and attainable.

Interpersonal

Always involves social exchange, a relationship

between two parties

Influential

Motivates others to change behavior.

FUNTIONS OF LEADERSHIP
Creative
New and better ways to solve
problem.
Initiative
Begins the process towards the goal
accomplishment
Risk taking
uncertainty, cannot
guarantee outcomes (calculated risks)
Integrative
Strengthening collective
ties and uniting the followers through
a strong sense of purpose.
Instrumental
facilitative function (right
direction)

LEADERSHIP
Todays

climate demands
individuals who are flexible,
creative, and able to empower
others to be flexible and
creative.

LEADERSHIP

With the nursing shortage, managed care,

higher patient acuity, fewer resources, highly
diverse demographics, and outside influences,
nurses need to be more effective leaders than
ever as they manage patients in various settings.

LEADERSHIP THEORIES
GREAT MAN THEORY
TRAIT THEORIES
SITUATIONAL OR CONTINGENCY
THEORIES
TRANSFORMATIONAL THEORY
NEW SCIENCE LEADERSHIP

GREAT MAN THEORY

Just by reading the name of this theory, Great
Man, one can imagine that it is not widely
accepted today.
This theory assumed that all leaders were men
and all were great (i.e., of the noble class).

GREAT MAN THEORY CONT

Thus, those who assumed leadership roles were
determined by their genetic and social
inheritance.
It was not conceivable that those from the
working class could be leaders, that leadership
could be learned, or that women could be leaders.

TRAIT THEORIES
During the early part of the 20th century, several
researchers studied the behaviors and traits of
individuals thought to be effective leaders.
Studies revealed that these leaders possessed
multiple characteristics.

TRAIT THEORIES CONT..

Although there were commonalities among them

(e.g., they tended to be taller, be more articulate,
or exude self-confidence), there was no standard
list that fit everyone or that could be used to
predict or identify who was or could be an
effective leader.

Leadership behavior - facilitating goal

attainment and recruitment of followers
regardless of the context (5 usual traits)

Intelligence

self-confidence

determination

integrity

sociability

SITUATIONAL OR
CONTINGENCY THEORIES
These theories embodied the idea that the right
thing to do depended on the situation the leader
was facing.
The most well-known and used situational theory
involves assessing the nature of the task and the
followers motivation or readiness to learn and
using that to determine the particular style the
leader should use.
Despite widespread discussion and use of this
theory, however, little research exists to support
its validity.

4 CATEGORIES (11
Building Relationships
BEHAVIORS)
1. Networking
2. Supporting
3. Managing conflict

Influencing People

4. Motivating
5. Recognizing and rewarding

Making Decisions

6. Planning and organizing

7. Problem solving
8. Consulting and delegating

Giving / Seeking
nformation

9. Monitoring operations and

environment
10. Informing
11. Clarifying roles

TRANSFORMATIONAL THEORY

A new way of thinking about leadership emerged

in the mid-1970s when James McGregor Burns
asserted that the true nature of leadership is not
the ability to motivate people to work hard for
their pay but the ability to transform followers to
become more self-directed in all they do.

TRANSFORMATIONAL THEORY
CONT
Transformational leaders, therefore, look for
potential motives in followers, seek to satisfy
higher needs, and engage the full person of the
follower.
The result is a relationship of mutual stimulation
and elevation that converts followers into leaders
and may convert leaders into moral agents
(Burns, 1978, p. 4).

NEW SCIENCE LEADERSHIP

Wheatley (1999) took this paradigm a step

further when she described leadership as a
method of thinking in a different way, a way that
is not standard, orderly, or goal-oriented, Instead,
she suggests we think about leadership in a way
that reflects naturally occurring events: freeflowing, dynamic, and accepting of an anythingcan-happen philosophy.

NEW SCIENCE LEADERSHIP

CONT
She recommended we think of leadership through
a new perspective.
Leadership comprises naturally occurring events
in which leaders have knowledge and serve as
leaders when needed.
Thus, there is no need for others to direct and
control what we do.

STYLES OF LEADERSHIP
a) I want both of you to ....
autocratic leadership

b) Lets work together to solve

this...
participative leadership
c) You two take care of the
problem ....
delegative leadership

EFFECTIVE
STYLES OF LEADERSHIP
o
e
m
p
l
o
y
e
e

r
i
e
n
t
a
t
i
o
n

Developer
Ill be your
mentor

Executive
This is good
for the
company and
you

Bureaucrat
Benevolent
Lets get this
Autocrat
done and over We are doing
with
a good job
production orientation

INEFFECTIVE STYLES OF
LEADERSHIP
o
e
m
p
l
o
y
e
e

r
i
e
n
t
a
t
i
o
n

Missionary Compromise
Im here to
r
care for you. Lets meet
half-way
Deserter
I will let
them be

Autocrat
Do as I say

production orientation

BLAKE AND MOUTON

MANAGERIAL GRID

WHAT MOTIVATES
LEADERS?
need for:
achievement
affiliation
power

= power > achievement > affiliation

good leadership

CONCLUSION

"We must be silent before we can listen. We must

listen before we can learn. We must learn before
we can prepare. We must prepare before we can
serve. We must serve before we can lead." ~ by
William Arthur Ward as quoted in
Leadership . . . with a human touch. June
1,1999. p.11.
(http://www.twu.ca/academics/graduate/leadershi
p/servant-leadership/quotes.aspx)