nursing

1. LEADERSHIP

2. Leadership
• Leadership is an important function
of management.
• It is a key to effective managerial
performance.
• Organizational success depend on
the quality of leadership.

3. According to Stephen Robbins:
• Leaderhip is the ability to influence the
other people ,to accomplish goals .That is
it is the ability to influence the behaviour
of others ,towards the achievements of a
mutually established goals

4. • Leadership is the activity to persuade
others to seek defined objectives
enthusiastically. It is the human factor
which binds a group together and
motivate it towards goals
Keith Davis

5.  Goal determination
 Environmental Adaptation:
– Leadership is innovation &
change oriented
– it adapts the organization to the
dynamic changes
Function of Leadership

6.  Coordination
• brings unity of action & harmony
• resolves conflicts among subordinates to
maintain harmonious relations.
 Motivation
• Leadership induces & energies for
highest productivity.
• Teamwork is facilitated the motivation.

7.  Communication
• influences subordinates through flow
of information.
• Both formal & informal channels are
used for communication and
directing purposes.

8. Representation:
• Leadership represent the organization
to the outsides world.
Organization Climate
• Leaders define & maintain
organizational climate
Cont.

9. FUNCTIONOF LEADRESHIP
 Set and plan goals realistically in
participatory approach.
 Development flexibility in implementing
plan
 Convince followers to accept the
organizational goals and work enthusiasm

10. FUNCTIONOF LEADRESHIP
 Appreciate the ideas given by followers
 Inspire the workers to give their best to the
organization.
 Provide a sense of security to follower by
dealing with problem positively

11. FUNCTIONOF LEADRESHIP
 Acts as a motivator
 Give suggestion to the problems
 Give due respect to subordinates
 Promote interpersonal relation within the
organization

12. FUNCTIONOF LEADRESHIP
 Acts as mediator to solve problems or
conflicts
 Be open to change
 Give non discriminative treatment to all

13. Théories of leadership
Great man
theory
Behaviour theory
of leadership style
Situational
theory
Trait theory

14. Théories of leadership
Contingency
theory
Participative
theories
Transformational
theory

15. 1.Great man theory by Aristotle
• is the one of the oldest theory of leadership.
• states that certain persons are “ born to be
leader” and that leadership ability is inherited
and can not be taught or learned .
• According to this theory ,an effective leader
exerts control over all aspects of a situation .

16. 2.Trait Theory
• This theory is described by Kelly (1974).
• According to this theory, leadership
qualities can be identified and then taught
to others
• Everyone can be a leader if develop the
necessary personality traits or the
qualities.

17. A broad classification of six categories of
trait are as follows:
a. Physical characteristics of a leader such
as age ,height ,weigh etc.
b. Background characteristics –education
,social status and experience.
c. Intelligence

18. d. Personality –alertness, enthusiasm,
extroversion, independence, self-
confidence, authoritarian.
e. Task oriented characteristics
f. Social characteristics- Supervisory
ability, cooperativeness, popularity,
prestige,tact,diplomacy.

19. 3. Situational Theory
• first proposed in the late 1930s .
• This theory is expanded in the trait
theory
• essential trait for a leader vary, are
determined by a particular situation.

20. 3. Situational Theory
• Based on the situation ,an effective
leader adopts an appropriate leadership
style.

21. According to this theory we can find five
leaders as follows:
1.Natural leaders –
• Here the person becomes a leader inspite if
himself.
• He does not seek role ,it is trusted up on
him by the group and by the tide of events.

22. 2.Charismatic leader -
• Here the person is an authentic hero in the
eyes of his followers ,for he can do no
wrong.
• He or she inspire people to make any
sacrifice.

23. 3.Rational leader –
• Here the person is consistent and persistent
4.Consesus leader –
• This leader is perceived as acceptable to
all.
5.Leader by force –
• Here the leaders power speaks through the
nozzle of gun.
• He/she dominates others through fear.

24. The situational leadership uses the following
elements in their Styles:
Directing –
• The leader provides specific instructions for
task accomplishments .
Coaching-
• The leader directs and closely supervises task
accomplishments
• explains decisions ,seek suggestions and
supports progress.

25. Supporting-
• supports the efforts of the subordinates towards task
accomplishment
• shares responsibility for decision making with employees.
Delegating-
• The leader gives the responsibility for decision making and
problem solving to subordinates.

26. 4.BEHAVIOURAL THEORYOF LEADERSHIPSTYLE
• are based on the belief that great leaders are
made not born.
• focuses on the actions of leaders not on mental
qualities or internal states.

27. 4.BEHAVIOURAL THEORYOF LEADERSHIPSTYLE
• According to this theory people can learn to
become leaders through teaching and
observation

28. According to this theory, styles of leadership are given
below:
Autocraticstyle
• leader takes all the decision and assign all
responsibility to himself
• task oriented .

29. Autocraticstyle
• uses positional and personal power for all
goal settings and decision making .
• make decision without the participation of
the people concerned.

30. Behaviors of autocratic leader
• -Strong control is maintained over the group
• -Communication flows downwards
• -Decision making does not involves others
• -Emphasis on difference and status.
• -Criticism is punitive(harsh)

31. Democratic style
• leader shares little control with group
members
• encourages them to participate in
decision making and to co-operate in
carrying out decisions.

32. Democratic style
• It is creative leadership
• delegates authority to subordinates.

33. Behaviors
• -Less control is maintained
• -Economic and other award are used
to motivate
• -Others are directive through
suggestions and guidance

34. Behaviors
• -Communication flows up to down
• -Decision making involves others
• -Emphasis in ‘we’ rather than I and
you
• -Criticism is constructive

35. Participation style
• type of leadership is a compromise
between autocratic and democratic
style.
• In this style ,the manager presents her
or his analysis of problems and
proposals for action to employees,
inviting their criticism and comments.

36. Laissez-faire style
• also referred to as the freedom style or
permissive leadership
• Leader denies responsibility
• leaves all the decision making and
responsibility to the group.

37. Behavior
• -is permissive with little or no control
• -Little or no direction is provided
• -Communication is between members of
group and upward and downward
• -Emphasis on the group
• -Criticism not given

38. Bureaucratic leadership style
• similar to autocratic leadership but
places more emphasis on adhering to
rigid rules and procedures .
• very structured and follows the
procedure as they had been
established.

39. Bureaucratic leadership style
• ensures that all the steps had been
followed prior sending it to the
next authority.
• ensures quality, increase security
and decrease corruption .

40. Parental leadershipstyle
• leader fosters obedience and dependency in group
members.

41. 5. Participative Theories
• suggest that the ideal leadership style is
one that takes the input of others in to
account.
• These leaders encourage participation
and contribution from group members

42. 5. Participative Theories
• help group members feel more relevant
and committed to the decision making
process.

43. • leader built trust and self esteem in
themselves and others.
• attempts to create a work place that is
meaningful, inspiring and
motivational .
• goal of transformational leadership is
to transform people .
6.Transformational Leadership

44. TRANSFORMATIONAL Leadership
Leadership is proactive(taking responsibility and
mnintining positive outlook)
Works to change the organizational culture by
implementing new ideas
Motivates followers by encouraging them to put group
interests first
Promote creative and innovative ideas to solve problems.

45. • Fred Fieldler introduced the contingency theory
in 1960s.
• focus on particular variables related to the
environment that might determine which
particular style of leadership is best suited for the
situation.
7. Contingency Theory

46. • According to this theory no leadership style is best in all
situations.
• Success depends upon a number of variables which
includes
• leadership-member relationship,
• degree of task structure,
• leaders position of power,
• quality of the followers &
• aspects of the situation
5. Contingency Theory

47. Personal characteristic s of a leader
Physical fitness
• Should be physically fit and in sound health
• Should have energy and enthusiasm.
• Should be willing to work hard

48. Moral integrity
• Should be a man of character
• Should behave in dignified manner
• Possess trait like honesty , loyalty,
devotion and personal integrity.
• Should sense of fair play and justice

49. Self-confidence
• Should now his strength and weakness
• Should have drive to lead
• Should have optimistic outlook

50. Technical competence
• Should possess job related knowledge
• Should possess expertise in job matter
• Should have analytical ability

51. Managerial qualities
• Should have qualities of
• planning,
• decision making,
• organizing,
• motivating,
• communicating and controlling.
• Should mange time, stress and conflict
effectively

52. Creativity
• Should be imaginative and creative.
• Manage change effectively to achieve
goals
• Should have desire for learning

53. Vision
• Should know where he want to go and
how to go there.
• Should be charismatic

54. Situational adaptation
• Should be adaptable to changing
environment
• Should adapt quickly to change
Good Listener
• Should be good listener
• Should listen to his followe

55. • Courage: Being a leader means
taking some risks.
• Initiative: Good ideas are not
enough. To be a leader ,one must
act on those good ideas

56. • Energy : Leadership also requires
energy.
• Optimism : The ability to see a problem
as an opportunity is part of the optimism.
.

57. • Balance: The most effective leaders
have found a balance between work
and play.
• Ability to handle stress: Cope with
stress in a positive and healthy
manner self
• Intellectual skill
• Enthusiasm

58. • Tactful: Ability to win the loyalty and
support of others.
• Emotional control
• Awareness responsibilities and
accountability
• Quality of building human relations

59. THANK YOU