2. TRANSFORMATIONAL LEADERSHIP
THE SKILLS REQUIRED IN THE
EFFECTIVE DAY TO DAY RUNNING OF A
TEAM
MOST CONCERNED WITH MANAGING
PREDICTABILITY AND ORDER
IT INVOLVES HOW
AN INTEGRATED
TEAM WORKS
TOGETHER AND
THE
INNOVATIVENESS
OF THEIR
APPROACH TO THE
WORK
Recognize the importance of
challenging the status
Focuses on the interpersonal
processes between leaders and
followers and is encouraged by
empowerment
1. STYLES THEORY
2. HUMAN RELATIONS THEORY
3. FAYOL THEORY
4. MCGREGOR THEORY
5. THEORY Z
6. TRAIT THEORY
7. BEHAVIOURAL THEORY
8. SITUATIONAL THEORY
FREDERICK
TAYLOR (1856-
1915)
HE INTRODUCED TIME
AND MOTION STUDIES
TO ANALYSE TASKS
BASED ON THE BELIEF
THAT IMPROVING THE
PERFORMANCE OF
TASKS WOULD
IMPROVE THE
EFFICIENCY OF THE
ORGANISATION.
ELTON MAYO AND FRITZ (1924 -1932)
THEY BELIEVE THAT REAL POWER
CENTRES WITHIN THE ORGANISATION
ARE THE INTERPERSONAL
RELATIONSHIP ESTABLISHED WITHIN
THE WORK ORGANISATION.
FOR Eg. REST PERIOD AND LUNCH BREAKS
HENRI FAYOL (1841-
1925)DEFINED
MANAGEMENT PROCESS
WHICH INCLUDES
PLANNING,
ORGANISING,
DIRECTING AND
CONTROLLING.
DIVISION OF WORK
AUTHORITY AND RESPONSIBILITY
DISCIPLINE
UNITY OF COMMAND
UNITY OF DIRECTION
CENTRALISATION OF AUTHORITY
SCALAR CHAIN
ORDER
REMUNERATION
INITIATIVE
EQUITY
ESPIRIT DE-CORPS
DOUGLAS
MCGREGOR (1960)
CATEGORISED
MANAGEMENT
THEORIES INTO TWO
i.e.
THEORY X AND
THEORY Y
PEOPLE DISLIKE
WORK AND
WANTS TO AVOID
RESPONSIBILITY
AND THEY ARE
MORE INTERESTED
IN FINANCIAL
INCENTIVES THAN
PERSONAL
ACHIEVEMENT.
PEOPLE ARE
CAPABLE OF SELF-
MOTIVATION AND
JOB SATISFACTION.
THIS THEORY EMPHASISES
GROUP DECISION MAKING,
LIFETIME JOB SECURITY, AND
STRONG COMMITMENT TO THE
GOALS OF THE
ORGANISATION.THE RESULTS
ARE A GREATER SENSE OF JOB
COMMITMENT,HIGHER
PRODUCTIVITY
AND LOWER TURNOVER.
KELLY(1974)
LEADERS WERE BORN NOT MADE,
THE LEADERS NEED INNATE
ABILITIES, PERSONALITY TRAITS IN
ORDER TO BE A LEADER .
PHYSICAL CHARACTERISTICS -
AGE, HEIGHT, WEIGHT
BACKGROUND –EDUCATION,
SOCIAL STATUS,MOBILITY
AND EXPERIENCE
INTELLIGENCE-ABILITY,
JUDGEMENT,KNOWLEDGE
PERSONALITY, DECISIVENESS,
ALERTNESS, ENTHUSIASM, SELF-
CONFIDENCE, INDEPENDENCE
TASK ORIENTED CHARACTERISTICS
RESPONSIBILITY,INITIATIVE
SOCIAL CHARACTERISTICS –
SUPERVISORY ABILITY,CO-
OPERATIVENESS,TACT,POPULARITY
A LEADER BEHAVES ACCORDING TO THE
ROLE EXPECTATIONS OF THE GROUP
AND SITUATIONS.
FOUR STYLES OF LEADERSHIP
1. AUTOCRATIC STYLE
2. DEMOCRATIC STYLE
3. LAISSEZ FAIRE STYLE
4. PARTICIPATION STYLE
Strong control is
maintained over the groups
Others motivated by
coercion
Communication flows
downwards
Emphasis on difference and
status
Criticism is punitive
Less control is maintained
Economic and ego awards
are used to motivate
Directive through
suggestions
Communication flows up
to down
group is involved in
decision making
“WE” not ‘I’ AND YOU
Criticism is constructive
Little or no control
Little or no
direction
Communication is
between members
of group
Decision making is
dispersed
throughout he
group
Criticism not given
THIS
COMPROMISE
BETWEEN
AUTOCRATIC AND
DEMOCRATIC.
LEADER ALLOWS
SUBORDINATES
TO PARTICIPATE
IN DECISION
MAKING, SO THEY
HAVE FEELING OF
SATISFACTION
AND FREEDOM.
THIS CONTINUES THE STYLE OF THE
LEADER , THE SKILLS NEEDED IN THE
SITUATION AND THE MATURITY OF THE
EMPLOYEES.
KINDS OF LEADER
NATURAL LEADER : A LEADER IN SPITE
OF HIMSELF e.g. M. GANDHI
CHARISMATIC LEADER: AN AUTHENTIC
HERO IN THE EYES OF HIS FOLLOWERS
FOR HE CAN DO NO WRONG.
e.g. ASHOK, AKBAR, S. BOSE,J. NEHRU.
RATIONAL LEADER : LEADER IS
CONSISTENT AND PERSISTENT . e.g.
KARL MARX,LENIN
CONCENSUS LEADER: HE IS PERCEIVED
AS ACCEPTABLE TO ALL. e.g. PRESIDENT
OF INDIA
LEADER BY FORCE: HE DOMINATES
OTHERS THROUGH FEAR. e.g.
NAPOLEAN, HITLER
1. DIRECTING
2. COACHING
3. SUPPORTING
4. DELEGATING
1. SKILLS OF PERSONAL BEHAVIOR
IS SENSITIVE TO FEELINGS OF THE
GROUP
IDENTIFIES SELF WITH NEEDS OF THE
GROUP
DOES NOT CRITICIZE OTHERS
DECISION
HELPS OTHERS FEEL IMPORTANT AND
NEEDED
DOES NOT ARGUE
2. SKILLS OF COMMUNICATION
LISTEN ACTIVELY
MAKE SURE EVERYONE UNDERSTAND
ESTABLISHES POSITIVE
COMMUNICATION
RECOGNISES EVERYONE’S
CONTRIBUTION
3. SKILLS OF ORGANIZATION
DEVELOP LONG AND SHORT RANGE
OBJECTIVES
BE ATTENTIVES TO DETAILS
PLAN, ACT, FOLLOW UP AND EVALUATE
SHARE RESPONSIBILITIES
BREAK BIG PROBLEMS INTO SMALL
4. SKILLS OF SELF EXAMINATION
IS AWARE OF PERSONAL
MOTIVATIONS, GROUP MEMBERS,
THEIR ATTITUDES AND VALUES
S= SELF RELIANT
E= ENTHUSIASTIC
L= LOYAL
F= FACTUAL
DIRECTING
SUPERVISING
CO-ORDINATING
DIRECTING (D) CONTINUOUS TASK
OF MAKING DECISIONS AND
EMBODYING THEM IN SPECIFIC
AND GENERAL ORDERS AND
INSTRUCTIONS, AND SERVING AS
THE LEADER OF THE ENTERPRISE.
e.g. ORDERS, POLICIES, PROCEDURES,
RULES ,REGULATIONS,
STANDERDS, OPINIONS,
SUGGESTIONS, QUESTIONS
SUPERVISION IS
CONTINUOUS
FOR INSPECTING
ANOTHER’S
WORK,
CORRECTING
PERFORMANCES.
CO-ORDINATING (CO) ALL
IMPORTANT ACTIVITIES THAT
ENABLE
WORK GROUP MEMBERS TO WORK
TOGETHER HARMONIOUSLY
KNOWLEDGE OF
SELF INTELLECTUAL SKILLS
PERSONAL ENTHUSIASM
QUALITIES
TACTFUL
INITIATIVE
QUALITIES EMOTIONAL CONTROL
TECHNICAL
QUALITIES AWARENESS OF
TEACHING RESPONSIBILITIES
QUALITIES
ADMINISTRATIVE QUALITY OF BUILDING
QUALITIES HUMAN RELATIONS
PLANNING AND IDENTIFYING
ORGANIZING TALENTED
WORK SUBORDINATES
ASSIGNING WORK
TEACHING AND DEMOCRATIC
GUIDANCE SUPERVISION
GOOD
COMMUNICATION EVALUATION OF
CO-OPERATION PERFORMANCE OF
AND CO- SUB-ORDINATES
ORDINATION AND SELF
PROBLEM SOLVING
RESULTS
ANALYSIS OF FAILURE
TASKS
CONTROL
DECISION MAKING
DECISION ANALYSIS
FOCUSES ON CREATING SPIRIT AND
COMMITMENT
SEEKING ADVICE AND FEEDBACK
EMPOWERING CONSTITUENTS
MODELING APPROPRIATE BEHAVIOR AS
SYMBOLS OF VALUES AND NORMS
GROUP PROCESS
1. FORMING STAGE – A PROCESS OF
MEETING EACH OTHER.
2. STORMING STAGE- THERE IS
COMPETITION AND ATTEMPTS AT THE
ESTABLISHMENT OF INDIVIDUAL
IDENTITIES.
3.NORMING STAGE- THE
GROUP BEGINS TO
ESTABLISH RULES AND
DESIGN ITS WORK.
4.PERFORMING STAGE-
THE WORK ACTUALLY
GETS DONE.
TASK ROLES OF
GROUPS
GROUP BUILDING
AND MAINTENANCE
ROLES
INDIVIDUAL ROLES
OF GROUP MEMBERS
INITIATOR : SUGGESTS GROUP GOALS,
REDEFINES THE PROBLEM
INFORMATION SEEKER : SEARCHES FOR
A FACTUAL BASIS
INFORMATION GIVER: OFFERS AN
OPINION
OPINION SEEKER: SEEKS OPINIONS
THAT CLARIFY OR REFLECT OTHERS
SUGGESTIONS
ELABORATOR : EXTENDS MEANING OF
SUGGESTIONS
COORDINATOR: COORDINATES IDEAS,
SUGGESTIONS, ACTIVITIES
ENCOURAGER : ACCEPTS AND PRAISES
IDEAS, VIEWPOINTS
HARMONIZER: MEDIATES, RESOLVES
CONFLICT
COMPROMISER: CONFLICT MANAGEMENT
GATEKEEPER: PROMOTES OPEN
COMMUNICATION
STANDARD SETTER: EVALUATES THE
STANDARDS
GROUP COMMENTATOR: RECORDS GROUP
PROCESS AND FEEDBACK
FOLLOWER: ACCEPTS GROUP IDEAS AND
LISTENS TO DISCUSSION AND DECISIONS
AGGRESSOR: EXPRESSES DISAPPROVAL
OF OTHERS VALUES
BLOCKER: EXPRESSING NEGATIVE
POINTS OF VIEW
RECOGNITION SEEKER: WORKS TO
FOCUS POSITIVE ATTENTION
SELF CONFESSOR: USES THE GROUP
SETTING AS A FORUM FOR PERSONAL
EXPRESSION
POWER IMPLIES THE ABILITY TO
CHANGE THE ATTITUDES AND
BEHAVIORS OF INDIVIDUAL
PEOPLE AND GROUPS.
POWER HAS
BOTH A
POSITIVE AND
A NEGATIVE
FACE.
REWARD POWER
COERCIVE POWER
LEGITIMATE POWER
EXPERT POWER
REFERENT POWER
CHARISMATIC POWER
INFORMATION POWER
FEMINIST POWER OR SELF POWER
POLITICS EXIST IN
EVERY
ORGANIZATION,
SO NURSES WASTE
ENERGY AND
REMAIN
POWERLESS WHEN
THEY REFUSE TO
LEARN THE ART
AND SKILL OF
POLITICAL
MANEUVERS.
EXPERT IN COMMUNICATION AND
INFORMATION
GOOD DECISION MAKER
DEVELOPING PERSONAL RESOURCES
DEVELOPING POLITICAL ALLIANCES
SENSITIVE TO TIMING
PROMOTING SUBORDINATE
IDENTIFICATION
VIEWING PERSONAL AND UNIT GOALS
MEETING
ROOM,
DISCUSSION
ROOM OR
WAITING
ROOM,
CONFERENCE
HALL
1. INFORMED CURRENT ISSUES
2. KNOW YOUR FRIENDS IN CONGRESS
3. BECOME FAMILIAR WITH COMMITTEES
4. KNOW YOUR OWN LOCAL
REPRESENTATIVES
5. INCREASE YOUR INFLUENCE BY
SUPPORTING CANDIDATES
6. REMIND CANDIDATES ABOUT
REGISTERED WOMEN VOTERS
Challenges of Nurse Administrator:
Setting the organization agenda for the future
Understanding the interrelationship and
pattern in problem solving
Creating an empowered work environment-
making and implementing decisions through
orders
Work as arbitrator in an organization
Facilitating and supporting research to
maximize human potential and fiscal
resources
Adapting leadership style and image setter
role with the changing situation in nursing
Basawanthappa BT, Nursing administration, Jaypee
brothers medical publishers (p) ltd 2004, edition 1st ,
Pp:43- 49, 258-259
Bernhard LA, Walsh M: Leadership the key to the
professionalization of nursing. 3rd edition. Missouri:
Mosby publishers 1995, Pp:36- 47
Marquis L.Bessiel, Leadership roles and management
functions in Nursing theory and application,
Lippincott Williams and Wilkins publications 2000 ,
edition 3rd , Pp:67-73
Marriner Ann, Guide to nursing management, Mosby
publishers 1988, edition 4th Pp: 29-31, 273- 274, 287.
Swansburg. C. Russell, Swansburg J. Richard,
Introduction to management and leadership for nurse
managers, Jones and Barlett publishers 2002, edition
3rd , Pp:68- 70
Journal of Clinical Nursing 2000, 9(4) Pp:545-
548
Journal of Holistic Nursing 1999, 30(6),
Pp:1375-82
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