Leadershi

p
Reported by:
Marjorie Mae R. Herrera, RN

OVERVIEW

THEORIES OF LEADERSHIP

Value- Based
Leadership

The Ps of Good Governance

Habits of Highly
Effective People
by Stephen

WHAT WE WILL LEARN

As a leader:

Focus on key priorities

Take initiative and
responsibilities
Communicate effectively
Greater responsibility for
learning
Break ineffective behaviors
Develop strong,
interdependent relationships.

ASSESSME
NT

Commitme
nt
vs
Control

Manage
change vs
Create
Change

Outcome
oriented
vs
Rule oriented

Procedure,
strategy,
objectives
vs
Vision,Inspiratio
n, Goals

 Leadership is commonly defined as a

process of influence in which the
leader influences others toward goal
achievement. (Yukl, 1998)
The process of leadership involves
the leader and the follower in
interaction.

Formal Leadership, as when a person

is in a position of authority or in a
sanctioned, assigned role within an
organization that connotes influence.
(Northouse, 2001)
Informal Leadership is an individual
who demonstrates leadership outside
the scope of a formal leadership role.

Types of
Leadership

Theories of leadership

 Leaders are born,

and not made.

Certain
individuals
have special innate or
inborn characteristics
or
qualities
that
differentiates
them
from
non-leaders
(Northouse,
2010,
p.4).

GREAT MAN THEORY

Charismatic leader has an

inspirational
quality
that
promotes
an
emotional
connection
from followers.
They are likely to set an
example
by
their
behavior, communicate
high
expectations
to
followers and express
confidence in them, and
arouse motives for the
groupsTHEORY
mission.
CHARISMATIC

Leadership exists as an
attribute of a personality.
John Maxwell(1999) discusses 21 qualities of a
leader:
Character

initiative

Charisma

Listening

Commitment

passion

Communication
Competence
problem solving

positive attitude
Courage

relationships

Discernment

responsibility

Focus

Security

Generosity

self-discipline

Servanthood

teachability

TRAIT THEORY

Autocratic leadership involves

centralized decision making, with the
leader making decisions and using
power to command and control others.

Democratic leadership is
participatory, with authority
delegated to others.
Laissez-faire leadership is
passive and permissive, and the
leader defers decision making.

 Leader differ according

to varying situations
Different situations
demand different kinds
of leadership
Other name: Life cycle
theory of leadership

Source: Management of Organizational Behavior.6th ed.

1993, p.197.

leadership styles in ethical dilemmas

when head nurses make decisions
Aim: To identify the leadership styles applied by head nurses in decision
making in ethical dilemmas on hospital wards.
Methods: The data were collected by questionnaires completed by head
nurses (n = 278) working in ve major state-funded hospitals in each
of the ve regions of Lithuania. The data were analyzed using SPSS
16.0, calculating descriptive statistics and analysis of variance.
Findings: Head nurses apply democratic, afliative, transformational and
sustainable leadership styles when resolving ethical dilemmas. The
application of leadership styles is associated not only with specic
situations, but also with certain background factors, such as years of
experience in a head nurses position, ward specialization and the
incidence of ethical dilemmas. Nurses having been in a head nurses
position over 10 years use primitive leadership styles, notably
bureaucratic leadership, more often than do those head nurses with
only a few years of experience in such a position.
Conclusions: The results highlight the need for head nurses to reflect on
their practices and to nd new ways of learning from practice,
colleaguesV.,and
patients.
Head T.nurses
managerial
decisions
due to
ZYDZIUNAITE
LEPAITE
D. & SUOMINEN
(2013) Leadership
styles in
ethical dilemmas
when
nurses make
decisions.
60, 228235 leadership
theirhead
executive
power
canInternational
turn into Nursing
a newReview
state-of-the-art

Theory that claims that there

is no best way to organize
a corporation, to lead a
company, or to make
decisions.
Instead,
the
optimal course of action is
contingent
(dependent)
upon the internal and
external situation.
A contingent leader
effectively applies their
own style of leadership to
the right situation.

CONTINGENCY THEORY

The
leader
facilitates
task
accomplishment by minimizing
obstructions to the goals and by
rewarding
followers
for
completing their tasks.
The leader helps staff associates
assess
needs,
explores
alternatives, helps associates
make
the
most
benecial
decisions, rewards personnel for
task achievement, and provides
additional
opportunities
for
satisfying goal accomplishment.

PATH GOAL THEORY

A traditional leadership process

that
emphasizes
leaders
influencing a process over
followers.
An
exchange
posture
that
identifies needs of followers
and provides rewards to meet
those needs in exchange for
expected performance.
The leader is a caretaker who
set
goals
for
employees,
focuses
on
day-to-day
operations
and
uses
management by exception.

TRANSACTIONAL LEADERSHIP

 A
process
of
influencing
followers
through
creating
relationships that focus on
VISION
and
VALUES.
This
method relies on a climate of
trust and mutuality.
Promotes
employee
development,
attends
to
needs
and
motives
of
followers, inspires through
optimism, influences changes
in
perception,
provides
intellectual stimulation and
encourages follower creativity.
TRANSFORMATIONAL LEADERSHIP

Adapted
from
The
Servant
as
Leader:Greenleaf
is
The
servant-leader
servant first It begins
with the natural feeling
that one wants to serve, to
serve first. Then conscious
choice brings one to aspire
to lead. That person is
sharply
different
from
one
Spears extracted
10 characteristics
from Greenleafs
work
who
is leader first

Ten Characteristics
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to the
Growth of People
Building Community

SERVANT LEADERSHIP

Habit is a learned pattern of behaviors that is repeated so

often that it becomes automatic.

We rst make our Habits, and then our habits

makes us.

Individual: What is your

denition of Success?
Managers: How can I best
accomplish certain things?
Leaders: What are the things I
want to accomplish?

Your mission
statement makes
you the leader of
your own life.
You create your own
destiny and secure
the future you
envision.

HABIT 8: FIND YOUR VOICE AND INSPIRE

OTHERS TO FIND THEIRS
The essence of this habit is that you will
find your voice when you can say that
you are 100% involved in what you are
doing
with
your
life.
by
100%
involvement, what is meant is that your
body, mind, heart and spirit are all
engaged in the adventure- whatever
that is for you.

The Ps of Good Governance

urpose
rinciples
rocess
eople
roduct

Governance is the process of

decision-making and how those
decisions are implemented.

REFERENCES:
Northouse,
P.G.
(2010)
Leadership:
Theory and Practice 5thedition, SAGE
Tomey,
A.
M,
Guide
to
Nursing
Management
and
Leadership
7th
edition
(2013)
Leadership styles in ethical dilemmas
when head nurses make decisions.
International Nursing Review 60, 228
235

zydziunaite v., lepaite d. & suominen t.

https://www.stephencovey.com/7habits/7h
abits-habit3.php

Do not go where the

path may LEAD
Instead go where
there is no path
and leave a TRAIL.
-Ralph WaldoEmerson