Chapter 2

Classical Views of Leadership

and Management

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Management Functions
Planning
Organizing
Staffing
Directing
Controlling

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Leadership versus Management

Leaders
Empower others; maximize workforce effectiveness
Needed to implement the planned change that is part
of system improvement
Managers
Guide, direct, and motivate others
Intervene when goals are threatened
Emphasize control
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Characteristics of Managers
Have an assigned position within the formal organization
Have a legitimate source of power due to the delegated
authority that accompanies their position
Are expected to carry out specific functions, duties, and
responsibilities
Emphasize control, decision making, decision analysis,
and results
Manipulate people, the environment, money, time, and
other resources to achieve organizational goals
Have a greater formal responsibility and accountability
for rationality and control than leaders
Direct willing and unwilling subordinates
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Question
What aspect of business should managers emphasize?
A. Decision making
B. Analysis
C. Results
D. Control
E. All of the above

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Answer
E. All of the above
Rationale: Control, decision making, analysis, and results
are all crucial elements of successful management

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Managers and Leaders

Leaders
Often do not have
delegated authority, but
obtain their power through
other means
Have a wider variety of
roles than managers and
may have different
personal goals
Are frequently not part of
the formal organization
Focus on group process,
information gathering,
feedback, and empowering
others

Managers
Are always assigned a
position within an
organization
Have a legitimate source of
power due to the
delegated authority that
accompanies their position
Are expected to carry out
specific functions
Emphasize control,
decision making, decision
analysis, and results

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Question
Which is a characteristic of a leader?
A. Always assigned a position of authority
B. Usually part of a formal organization
C. Focus on group process, information gathering,
and feedback
D. Focus on decision making and results

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Answer
C. Focus on group process, information gathering,
and feedback
Rationale: While managers are more often part of a
formal organization and focus more on resultoriented tasks, leaders tend to focus more on
things such as group process

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Good Leaders and Managers

Good Leaders

Good Managers

Envision the future

Coordinate resources

Communicate their visions Optimize resource use

Motivate followers
Lead the way
Influence others to
accomplish goals
Inspire confidence
Take risks
Empower followers

Meet organizational goals and

objectives
Follow rules
Plan, organize, control, and
direct
Use reward and punishment
effectively to achieve
organizational goals

Master change
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Ten Fatal Leadership Flaws

1. A lack of energy and enthusiasm
2. Acceptance of their own mediocre performance
3. Lack of a clear vision and direction
4. Having poor judgment
5. Not collaborating
6. Not walking the talk
7. Resisting new ideas
8. Not learning from mistakes
9. A lack of interpersonal skills
10. Failing to develop others
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Management Theory Development

Taylorscientific management
Weberbureaucratic functions
Fayolmanagement organizations
Gulickactivities of management
Follettparticipative management
MayoHawthorne effect
McGregortheory X and theory Y
Argyrisemployee participation
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Question
Which was the focus of Webers management theory?
A. Bureaucratic functions
B. Management functions
C. Scientific management
D. Activities of management

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Answer
A. Bureaucratic functions
Rationale: Weber developed the theory of bureaucratic
organizations. Management functions theory was
developed by Fayol. Taylor developed scientific
management theory and Gulick developed activities of
management theory

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Henri Fayol (1925) Management

Functions
Planning
Organization
Command
Coordination
Control

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The Management Process

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Planning
Encompasses determining philosophy, goals, objectives,
policies, procedures, and rules; carrying out long- and
short-range projections; determining a fiscal course of
action; and managing planned change

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Organizing
Includes establishing the structure to carry out plans,
determining the most appropriate type of patient care
delivery, and grouping activities to meet unit goals
Other functions involve working within the structure of
the organization and understanding and using power
and authority appropriately

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Staffing
Consists of recruiting, interviewing, hiring, and
orienting staff. Scheduling, staff development,
employee socialization, and team building are also
often included as staffing functions

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Directing
Usually entails human resource management
responsibilities, such as motivating, managing conflict,
delegating, communicating, and facilitating collaboration

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Controlling
Includes performance appraisals, fiscal accountability,
quality control, legal and ethical control, and
professional and collegial control

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Question
Tell whether the following statement is True or False:
Team building is an aspect of staffing.
A. True
B. False

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Answer
A. True
Rationale: While recruiting, interviewing, and hiring are
the tasks most often associated with staffing, team
building is also an important aspect of the job

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

The Human Relations Era

Participatory management
Humanistic management
Emphasizes people rather than machines
Produced the Hawthorne effect

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Leadership
Leadership is the art of getting work done through
others willingly
Leaders are in the front, moving forward, taking risks
and challenging the status quo
A job title alone does not make a person a leader. Only
a persons behavior determines if he or she occupies a
leadership position

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Leadership Roles
Decision maker

Coach

Communicator

Counselor

Evaluator

Teacher

Facilitator

Forecaster

Risk-taker

Visionary

Energizer

Influencer

Mentor

Creative problem solver

Critical thinker

Change agent

Buffer

Diplomat

Advocate

Role model
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The Evolution of Leadership Theories

Great Man theory/trait theories
Behavioral theories
Authoritarian leader
Democratic leader
Laissez-faire leader
Situational and contingency leadership theories
Interactional leadership theories
Transactional and transformational leadership
Full-range leadership theories
Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Kouzes and Posners Five Practices for

Exemplary Leadership
Modeling the way: requires value clarification and selfawareness so that behavior is congruent with values
Inspiring a shared vision: entails visioning that inspires
followers to want to participate in goal attainment
Challenging the process: identifying opportunities and
taking action
Enabling others to act: fostering collaboration, trust, and
the sharing of power
Encouraging the heart: recognize, appreciate, and
celebrate followers and the achievement of shared goals
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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

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Question
Tell whether the following statement is True or False:
A characteristic of leadership management is to use
trade-offs to meet goals.
A. True
B. False

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Answer
A. True
Rationale: Trade-offs can be a useful tool to achieve goals

Copyright 2015 Wolters Kluwer Health | Lippincott Williams & Wilkins

Transformational Leader
Identifies common values
Is committed
Inspires others with vision
Has long-term vision
Looks at effects
Empowers others

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Integrated Leader/Managers
(Gardner, 1990)
Think longer term
Look outward, toward the larger organization
Influence others beyond their own group
Emphasize vision, values, and motivation
Are politically astute
Think in terms of change and renewal

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