This document discusses different leadership theories and styles including autocratic, democratic, laissez-faire, trait theory, Great Man theory, contingency theory, path-goal theory, transactional theory, and transformational theory. It defines leadership as influencing others to achieve goals and nursing leadership as a mutual process of interpersonal influence to help clients make decisions and achieve goals. It also describes characteristics of different leadership styles such as autocratic leaders making decisions alone while democratic leaders consult group members.

1. PRESENTED BY,PRESENTED BY,
Koyel BasakKoyel Basak
M.Sc Nursing,M.Sc Nursing,
11stst
YearYear

2. WHAT IS LEADERSHIP?WHAT IS LEADERSHIP?
•
Leadership isLeadership is
the process ofthe process of
influencinginfluencing
individuals orindividuals or
groups to takegroups to take
an active part inan active part in
the process ofthe process of
achievingachieving
agreed-uponagreed-upon
goals.goals.

3. Definition of nursingDefinition of nursing
LeaDershipLeaDership
•
Nursing leadership is defined as aNursing leadership is defined as a
mutual process of interpersonalmutual process of interpersonal
influence through which a client isinfluence through which a client is
assisted to make decision inassisted to make decision in
establishing and achieving goalsestablishing and achieving goals
towards improved well-being and thetowards improved well-being and the
professional nurse’s practice isprofessional nurse’s practice is
validated and professional growth isvalidated and professional growth is
enhanced.enhanced.

5. AUTOCRATICAUTOCRATIC
LEADERSHIPLEADERSHIP

The leader makes the decision for theThe leader makes the decision for the
group.group.

The leader determines policies andThe leader determines policies and
giving orders and directions to thegiving orders and directions to the
group members.group members.

The degree of trust and opennessThe degree of trust and openness
between the leader and group membersbetween the leader and group members
is minimal and absent.is minimal and absent.

6. CONT..CONT..

Generally makes group membersGenerally makes group members
dissatisfieddissatisfied

Procedures are well defined, activitiesProcedures are well defined, activities
are predictableare predictable

Effective in situations requiringEffective in situations requiring
immediate decisionsimmediate decisions

Effective when the project must beEffective when the project must be
completed quickly and efficientlycompleted quickly and efficiently

7. AUTOCRATICAUTOCRATIC
LEADERSHIPLEADERSHIP

8. DEMOCRATICDEMOCRATIC
LEADERSHIPLEADERSHIP
The leader acts as a catalyst orThe leader acts as a catalyst or
facilitator actively guiding the groupfacilitator actively guiding the group
towards achieving the group goaltowards achieving the group goal

The leader have faith in group membersThe leader have faith in group members

Consultative(Consultative(process of consultationprocess of consultation
before decisions are taken)before decisions are taken)

Persuasive(Persuasive(Leader takes decision andLeader takes decision and
seeks to persuade others that theseeks to persuade others that the
decisiondecision
is correct)is correct)

9. prinCipLes of DeMoCratiC LeaDershipprinCipLes of DeMoCratiC LeaDership
•
Every group member should participate inEvery group member should participate in
decision making.decision making.
•
Freedom of belief and action is allowedFreedom of belief and action is allowed
within reasonable bounds that are set by thewithin reasonable bounds that are set by the
society and the group.society and the group.
•
Each individual is responsible for theEach individual is responsible for the
welfare of the group.welfare of the group.
•
There should be concern and considerationThere should be concern and consideration
of each group member as a uniqueof each group member as a unique
individual.individual.

10. DEMOCRATICDEMOCRATIC
LEADERSHIPLEADERSHIP
•
It allows for moreIt allows for more
self-motivationself-motivation
and moreand more
creativity amongcreativity among
group membersgroup members
•
It calls for a greatIt calls for a great
deal of co-deal of co-
operation andoperation and
co-ordinationco-ordination
among groupamong group
membersmembers

11. LAISSEZ-FAIRELAISSEZ-FAIRE
LEADERSHIPLEADERSHIP
 ‘‘Let it be’ – the
Let it be’ – the
leadership
leadership
responsibilities are
responsibilities are
shared by all
shared by all
 The leader is
The leader is
described as
described as
inactive, passive
inactive, passive
and permissive
and permissive

12. LAISSEZ-FAIRELAISSEZ-FAIRE
LEADERSHIPLEADERSHIP
•
Group members act independentlyGroup members act independently
•
Lack of coordination and cooperationLack of coordination and cooperation
•
Best when group members have bothBest when group members have both
personal and professional maturitypersonal and professional maturity
•
Individual group members then performIndividual group members then perform
task in their area of expertisetask in their area of expertise

13. LAISSEZ-FAIRELAISSEZ-FAIRE
LEADERSHIPLEADERSHIP

15. LEADERSHIPLEADERSHIP

16. Trait theoryTrait theory
•
leadership is based on the belief that aleadership is based on the belief that a
person was born with leadershipperson was born with leadership
characteristicscharacteristics
•
leadership qualities passed on in theleadership qualities passed on in the
genes become the basis of the royalgenes become the basis of the royal
successionsuccession

17. TRAITS OF A LEADERTRAITS OF A LEADER
PERSONAL TRAITS MANAGERIAL
TRAITS
•Self confidence •Knowledge of human skill
•Initiative and innovative •Administrative ability
•Charisma •Technical knowledge
•Emotional maturity •Ability to deal with people
•Intelligent •Ability to judge and decide
quickly
•Decisiveness
•Effective communication
•Dynamic personality
•Responsible
•Flexibility

18. Greatman theoryGreatman theory

19. ContigencyContigency
theorytheory•
During the 1960s, Fred Fiedler introducedDuring the 1960s, Fred Fiedler introduced
the contingency theory of leadershipthe contingency theory of leadership
•
He identified three aspects of a situationHe identified three aspects of a situation
that structures the leader’s role:that structures the leader’s role:
•
(1)Leader-member relation(1)Leader-member relation
•
(2)Task structure and(2)Task structure and
•
(3)Position power.(3)Position power.

20. Leader-memberLeader-member
relationsrelations
•
It involvesIt involves
the amountthe amount
ofof
confidenceconfidence
and loyaltyand loyalty
thethe
followersfollowers
have onhave on
their leader.their leader.
Fiedler usedFiedler used
aa
sociometricsociometric
index of theindex of the
LeastLeast
PreferredPreferred
CoworkerCoworker

21. Task structureTask structure
•
It is high if it is easy to define and measure aIt is high if it is easy to define and measure a
task and low if it is difficult to define the tasktask and low if it is difficult to define the task
and measure progress towards itsand measure progress towards its
completion.completion. FiedlerFiedler used 4 criteria toused 4 criteria to
determine the degree of task structure:determine the degree of task structure:
•
(i)(i)Goal clarityGoal clarity:: Goal understood byGoal understood by
followersfollowers (ii)(ii)Extent to which decisionExtent to which decision
can be verified:can be verified: Know who is responsibleKnow who is responsible
for whatfor what (iii)(iii)Multiplicity of goal path:Multiplicity of goal path:
number of solutions to achieve the goalnumber of solutions to achieve the goal
•
(iv)(iv)Specificity of solution:Specificity of solution: Number ofNumber of
correct answers.correct answers.

22. Position powerPosition power
•
It refers to the authority inherent in aIt refers to the authority inherent in a
position , the power to use rewards andposition , the power to use rewards and
punishment and the organization’spunishment and the organization’s
support of one’s decisions. Directoratesupport of one’s decisions. Directorate
of nursing, manager have high positionof nursing, manager have high position
power with the right to hire and fire,power with the right to hire and fire,
promote and adjust the salaries.promote and adjust the salaries.

23. Path-Goal theo
Path-Goal theo
• Robert J House derived the path goal theory. He
Robert J House derived the path goal theory. He
stated that leaders facilitate task
stated that leaders facilitate task
accomplishment by minimizing the obstructions
accomplishment by minimizing the obstructions
to the goal and by rewarding followers by
to the goal and by rewarding followers by
completing their tasks.
completing their tasks.

24. Cont..Cont..
•
The leader helps the staff associates toThe leader helps the staff associates to
assess needs, explore alternatives, to makeassess needs, explore alternatives, to make
more beneficial decisions, rewardsmore beneficial decisions, rewards
associates for task achievements.associates for task achievements.
•
House recognized that experienced staffHouse recognized that experienced staff
associates may prefer a task oriented style,associates may prefer a task oriented style,
whereas less mature, less experiencedwhereas less mature, less experienced
individuals may prefer considerate leader.individuals may prefer considerate leader.
So, the path-goal theory introduced staffSo, the path-goal theory introduced staff
associates as a variable.associates as a variable.

25. TransactionalTransactional
leadership Theory:leadership Theory:
•
The traditional manager focused on theThe traditional manager focused on the
day to day task for achievingday to day task for achieving
organizational goal. Relationship withorganizational goal. Relationship with
the followers are based on an exchangethe followers are based on an exchange
or transaction for some resource valuedor transaction for some resource valued
by the followers. These incentives areby the followers. These incentives are
used to promote loyalty andused to promote loyalty and
performance.performance.

26. TransactionalTransactional
LeadershipLeadership
ManagementManagement
by exceptionby exception
(Active)(Active)
CognigenCognigen
t rewardt reward
LaissezLaissez
fairfair
ManagementManagement
by exceptionby exception
(Passive)(Passive)

27. Transformational theoryTransformational theory
•
Transformational theory reconsidersTransformational theory reconsiders
the characteristics of leader manager,the characteristics of leader manager,
re emphasizes the vision that there emphasizes the vision that the
leader-manager shares with the groupleader-manager shares with the group
and stresses, the importance forand stresses, the importance for
preparing people for change.preparing people for change.

28. Four ‘I’s ofFour ‘I’s of
transformational theorytransformational theoryIIdealized Influence:dealized Influence: Provides vision and sense ofProvides vision and sense of
mission, instills pride, gains respect and trustmission, instills pride, gains respect and trust
IIntellectual Stimulation:ntellectual Stimulation: Promotes intelligence,Promotes intelligence,
rationality, and careful problem solving.rationality, and careful problem solving.
IInspirational motivation:nspirational motivation: Communicates highCommunicates high
expectations, uses symbols to focus efforts, expressesexpectations, uses symbols to focus efforts, expresses
important purposes in simple waysimportant purposes in simple ways
IIndividualized Consideration:ndividualized Consideration: Gives personal attention,Gives personal attention,
treats each employee individually, coaches, advisestreats each employee individually, coaches, advises..

29. Situational leadershipSituational leadership
theorytheory
•
SituationalSituational
leadership theoryleadership theory
encouragesencourages
managers tomanagers to
combine leadercombine leader
task behaviortask behavior,,
leaderleader
relationshiprelationship
behaviorbehavior andand
followers’followers’
maturitymaturity levelslevels
into four options ofinto four options of
leadership styleleadership style

31. SITUATIONAL LEADERSHIP THEORY OF PAULSITUATIONAL LEADERSHIP THEORY OF PAUL
HERSEY AND KENNETHHERSEY AND KENNETH

33. What is group??What is group??
•
A group consists of two or more peopleA group consists of two or more people
who are united by social or professionalwho are united by social or professional
relations and interact together on therelations and interact together on the
basis of shared expectations aboutbasis of shared expectations about
each other's behavior.each other's behavior.

34. Groups have threeGroups have three
characteristics:characteristics:
•
Are bounded--they have boundariesAre bounded--they have boundaries
based on attachments (social bonds)based on attachments (social bonds)
•
Share role expectations--they haveShare role expectations--they have
beliefs in common (interests and values)beliefs in common (interests and values)
•
Interact in patterned ways--they haveInteract in patterned ways--they have
behaviors that distinguish the groupbehaviors that distinguish the group
(based on their purpose)(based on their purpose)

35. Principles of Group
Principles of Group
management
management

36. Keep the group small-
Keep the group small-
10 to 15 persons
10 to 15 persons
maximum
maximum..

37. The single most
The single most
important factor for the
important factor for the
success of a group is
success of a group is
commitment.
commitment.

38. Groups work best when theirGroups work best when their
purpose is clear--everypurpose is clear--every
member is to be involved formember is to be involved for
spiritual growth, and not a timespiritual growth, and not a time
for one person to lecture whilefor one person to lecture while
all others just listen.all others just listen.

39. MembersMembers
comprisingcomprising
a groupa group
should have ashould have a
common bond,common bond,
interestinterest
and purpose.and purpose.

40. The group needs to be semi-The group needs to be semi-
closed, meaning that the sameclosed, meaning that the same
persons meet week after week.persons meet week after week.

41. Confidentiality is aConfidentiality is a
requirement.requirement.

42. Meet on a regular basisMeet on a regular basis
without breaking up forwithout breaking up for
vacations, except on specialvacations, except on special
occasions, such asoccasions, such as
Christmas; yet even theseChristmas; yet even these
are for a short stint.are for a short stint.

43. How a leader manages a group??

44. •
A leader should set clear objectives,A leader should set clear objectives,
high standards and clear purposehigh standards and clear purpose
for the group.for the group.
•
The leader should take the decisionThe leader should take the decision
for the group on the basis of his/herfor the group on the basis of his/her
knowledge and experience and heknowledge and experience and he
should consult the taken decisionsshould consult the taken decisions
with the group members.with the group members.
•
The leader should be sensitive withThe leader should be sensitive with
the needs and expectations of thethe needs and expectations of the
team members.team members.

45. •
Leader should motivate the groupLeader should motivate the group
members to the goal.members to the goal.
•
Leader should not constrain the teamLeader should not constrain the team
but determine the boundaries withinbut determine the boundaries within
which they can work freely.which they can work freely.
•
Leader should clear the roles andLeader should clear the roles and
responsibilities of each member of theresponsibilities of each member of the
group.group.
•
A leader should provide a positiveA leader should provide a positive
sense of direction in order to givesense of direction in order to give
meaning to the lives of the teammeaning to the lives of the team
member.member.

46. •
A leader should create a sense of valueA leader should create a sense of value
and purpose in work.and purpose in work.
•
Leader should build up confidence andLeader should build up confidence and
zeal in the work group.zeal in the work group.
•
Leader should exercise authorityLeader should exercise authority
whenever necessary to implement thewhenever necessary to implement the
general policies in the interest of thegeneral policies in the interest of the
group.group.
•
Over all the leader builds up, develop,Over all the leader builds up, develop,
maintains the group throughout themaintains the group throughout the
team work.team work.

47. THANK YOUTHANK YOUTHANK YOUTHANK YOU