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Organization and Management in Nursing

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Overview of Theories of Leadership

Great Man Theory Charismatic Trait Theory Contingency Theory : - Fiedlers Least Preferred Co-worker (LPC) Theory -Cognitive Resource Theory Situational Theory : -Hersey and Blanchards Situational Theory Path- Goal Theory Transactional Theory Transformational Management Behavioural Theories

Great Man Theory

Leaders are born, not made. This approach emphasized that a person is born with or without the necessary traits of leaderships.

Early explanations of leadership studied the traits of great leaders

Great man theories (Gandhi, Lincoln, Napoleon) Belief that people were born with these traits and only the great people possessed them

Great Man Theory

Great Man approach actually emphasis charismatic leadership. charisma being the Greek word for gift. No matter what group such a natural leader finds himself in, he will always be recognized for what he is. According to the great man theory of leadership, leadership calls for certain qualities like commanding personality, charm, courage ,intelligence, persuasiveness and aggressiveness.

Charismatic Leadership
Charm and grace are all that is needed to create followers. Self-belief is a fundamental need of leaders. People follow others that they personally admire. gathers followers through dint of personality and charm, rather than any form of external power or authority.

Difference between Charismatic and Transformational Leaders

main difference is in their basic focus
Charismatic may not want to change anything. may well be somewhat more concerned with themselves than anyone else. Transformational transforming the organization and, quite possibly, their followers

Trait Theory
What characteristics or traits make a person a leader? Great Man Theory: Individuals are born either with or without the necessary traits for leadership Trait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders Trait view has little analytical or predictive value Technical, conceptual and human skills (Katz 1974)

Trait Theories
Leadership Traits: Ambition and energy The desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge
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Trait Theory
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 leaders personal traits are the key to leadership success.
Personality Traits

Abilities

Personal Traits

Motivators

l Supervising Ability l Intelligence l Initiative

l Self-Assurance l Decisiveness l Masculinity/Famininity l Maturity l Working Class Affinity

l Need for Occupational Achievement l Self-actualization l Power Over Others l High Financial Reward l Job Security

Contingency Theories
While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists. Contingency Theory deals with this additional aspect of leadership effectiveness studies.

Fiedler Model
The theory that effective groups depend upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. There are basically three steps in the model 1) Identifying Leadership Style

2)
3)

Defining the Situation

Matching leaders and situations

1) Identifying Leadership Style

Fiedler believes a key factor in leadership success is the individuals basic leadership style So he created the Least Prefer Co-worker (LPC) Questionnaire LPC:-An instrument that tells to measure whether a person is task or relationship oriented

 If the low LPC score then the person is task oriented

If the high LPC score then the person is relationship oriented

Least Preferred Coworker (LPC) Scale

Pleasant Friendly Rejecting Tense Cold Supportive Boring Quarrelsome Gloomy Open Backbiting Untrustworthy Considerate Nasty Agreeable Insincere Kind 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Unpleasant Unfriendly Accepting Relaxed Warm Hostile Interesting Harmonious Cheerful Closed Loyal Trustworthy Inconsiderate Nice Disagreeable Sincere Unkind

Scoring
Your final score is the total of the numbers you circled on the 18 scales 57 or less = Low LPC (task motivated)

58-63 = Middle LPC (socio-independent leaders, self directed and not overly concerned with the task or with how others view them) 64 or above = High LPC (motivated by relationships)

2) Defining the Situation

Fiedler identified three contingency dimensions that define the key situational factors 1. Leader-member relations: The degree of confidence, trust, and respect, members have in the leader 2. Task structure: The degree to which the job assignments are procedurized 3. Position Power: The degree of influence a leader has over power variables such as hiring, firing, promotion etc.

3) Matching leaders and Situations

After knowing the leadership style through LPC and defining all the situations, we will chose the leader who will fit for the situation. Two ways in which to improve leader effectiveness 1) Change the leader to fit the situation 2) Change the situation to fit the leader

Situational Leadership
Hersey & Blanchards

A model that focuses on follower readiness

Followers can accept or reject the leader Effectiveness depends on the followers response to the leaders actions Readiness is the extent to which people have the ability and willingness to accomplish a specific task

A paternal model:
As the child matures, the adult releases more and more control over the situation As the workers become more ready, the leader becomes more laissez-faire

Cont.

1.
2. 3. 4.

Hersey and Blencherd identify four specific leader behaviors The most effective behavior depends on the followers ability and motivation
If followers are unable and unwilling to do a task, the leader needs to give specific and clear directions. If followers are unable and willing, The leader need to display a high task orientation. If the followers are able and unwilling, The leader needs to use a supportive and participative style. If followers are both able and willing, The leader doesn't need to do much.

Path-Goal Theory

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Four types of leaders:

Directive: focuses on the work to be done Supportive: focuses on the well-being of the worker Participative: consults with employees in decision-making Achievement-Oriented: sets challenging goals

House's Path-Goal theory diagram

Yroom & Yettons LeaderParticipation Model

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. How a leader makes decisions is as important as what is decided
Premise:
Leader behaviors must adjust to reflect task structure Normative model: tells leaders how participative to be in their decision-making of a decision tree.

Transactional Theory
first described by Max Weber in 1947 and then by Bernard Bass in 1981. It focuses on the basic management process of controlling, organizing, and short-term planning. involves motivating and directing followers primarily through appealing to their own selfinterest. The leader believes in motivating through a system of rewards and punishment.

Assumptions of Transactional Theory

Employees are motivated by reward and punishment. The subordinates have to obey the orders of the superior. The subordinates are not selfmotivated. They have to be closely monitored and controlled to get the work done from them.

Implications of Transactional Theory

overemphasize detailed and short-term goals, and standard rules and procedures. They do not make an effort to enhance followers creativity and generation of new ideas. This kind of a leadership style may work well where the organizational problems are simple and clearly defined.

Transformational Management
enhances the motivation, morale, and performance of followers through a variety of mechanisms. role model for followers that inspires them and makes them interested. challenging followers to take greater ownership for their work understanding the strengths and weaknesses of followers.

Four elements of transformational leadership:

 Inspirational Motivation: The foundation of transformational leadership is the promotion of consistent vision, mission, and a set of values to the members. Intellectual Stimulation: Such leaders encourage their followers to be innovative and creative. Idealized Influence: They believe in the philosophy that a leader can influence followers only when he practices what he preaches Individualized Consideration: Leaders act as mentors to their followers and reward them for creativity and innovation.

Difference between Transactional and Transformational Leaders

Transactional leadership
Leadership is responsive Works within the organizational culture

Transformational Leadership
Leadership is proactive Work to change the organizational culture by implementing new ideas

Transactional leaders make employees Transformational leaders motivate and achieve organizational objectives through empower employees to achieve rewards and punishment companys objectives by appealing to higher ideals and moral values Motivates followers by appealing to their Motivates followers by encouraging them own self-interest to transcend their own interests for those of the group or unit

Behavioural Theories

Leadership Style
Autocratic Leadership Style
non appealing traits task oriented-makes independent decisions, instead of using group input may end up in power struggle with coworker of same style -best in emergency situations takes charge

Democratic Leadership Style

can not solve problems independently in emergency situations focused on individuals appealing to most employees more willing to give suggestions and share info uses group to make decisions. a plus for employees needing specialized schedules.

Laissez-Faire Leadership Style

focused on individuals-appealing to most employees-more willing to give suggestions and share info uses group to make decisions. a plus for employees needing specialized schedules. great for autonomous employees gives employees the opportunity to plan, perform and evaluate their own work

Situational Leadership Style

Behaviors o Links behavior with group's readiness o Includes being directing and supportive, while empowering and coaching When to Use It o Where ongoing procedures need refinement, reinvention, or retirement Impact on Others o Can be confusing if behavior changes unpredictably and too often o Can reduce uncertainty as leader adapts behavior appropriately

Multicratic or Participative Leadership Style

The compromise between the autocratic and democratic leader Works well with group and in emergency Allows employees to share ideas freely with leader Control and power are widely spread throughout the group

Result- based Leadership

Effective leadership = leadership attributes results. This equation suggests that leaders must strive for excellence in both terms: that is, they must both demonstrate attributes and achieve results. Each term of the equation multiplies each other; they are not cumulative.

Servant Leadership Style

The term was originally coined by Robert Goldleaf in 1970s. According to this style of leadership, the leaders achieve results by focusing on the needs of their peers and their bosses. They would look at the needs of the people and work towards solving their problems and foster personal development.

Job rotation and internal marketing for increased job satisfaction and organizational commitment in hospital nursing staff.
Su-Yueh Chen, Wen-Chuan Wu, Ching-Sheng Chang, Chia-Tzu Lin Division of Nursing, Department of Ophthalmology, Kaohsiung Medical University Hospital, Kaohsiung Medical University, Kaohsiung, Taiwan. Journal of Nursing Management (impact factor: 1.18). 08/2013; DOI:10.1111/jonm.12126 Source: PubMed ABSTRACT

To develop or enhance the job satisfaction and organizational commitment of nurses by implementing job rotation and internal marketing practices. No studies in the nursing management literature have addressed the integrated relationships among job rotation, internal marketing, job satisfaction and organizational commitment. This cross-sectional study included 266 registered nurses (response rate 81.8%) in two southern Taiwan hospitals. Software used for data analysis were spss 14.0 and amos 14.0 (structural equation modelling). Job rotation and internal marketing positively affect the job satisfaction and organizational commitment of nurses, and their job satisfaction positively affects their organizational commitment. Job rotation and internal marketing are effective strategies for improving nursing workforce utilization in health-care organizations because they help to achieve the ultimate goals of increasing the job satisfaction of nurses and encouraging them to continue working in the field. This in turn limits the vicious cycle of high turnover and low morale in organizations, which wastes valuable human resources. Job rotation and internal marketing help nursing personnel acquire knowledge, skills and insights while simultaneously improving their job satisfaction and organizational commitment.