This document discusses various leadership theories and styles that are relevant for nurses. It begins by differentiating between leaders and managers, noting that leaders influence others through interpersonal skills while managers are responsible for achieving organizational goals. Several traditional and contemporary leadership theories are then outlined, including trait, behavioral, contingency, transformational, transactional, shared, servant, and emotional leadership. For each theory, key concepts are defined and examples are provided of how they apply to nursing management. The document emphasizes the importance of adapting leadership styles to different situations and empowering staff through shared and participative approaches.

1. LEADERSHIP
Dr. James Malce Alo, RN,
MAN, MAPsych, PHD

2. Learning Outcomes
 1. Explain why every nurse is a manager &can be a
leader.
 2. Differentiate between leaders and managers.
 3. Discuss how different theories explain leadership
and management.
 4. Describe what management roles nurses fill in
practice.
 5. Discuss how followership is essential to leadership.
 6. Describe what makes a leader successful.

3. Manager, leader, supervisor, and
administrator
- are often used interchangeably, yet
they are not the same.

4. A Leader
 Is anyone who uses interpersonal skills to
influence others to accomplish a specific
goals.
 Exerts influence by using a flexible
repertoire of personal behaviors and
strategies

5. The Leader is Important in:
 Forging links
 Creating connections – among an
organization’s members
 -to promote high levels of performance and
quality outcomes

6. Leaders Functions
 To achieve a consensus within the group
about it’s goals
 Maintain a structure that facilitates
accomplishing the goals
 Supply necessary information that helps
provide direction and clarification
 Maintain group satisfaction, cohesion and
performance.

7. A Manager
 Individual employed by an organization
who is responsible and accountable for
efficiently accomplishing the goals of the
organization

8. Managers Focus on:
 Coordinating and integrating resources
 Using the function of planning, organizing,
supervising, staffing, evaluating,
negotiating, and representing.
 Also, has the authority, responsibility,
accountability, and power defined by the
organization

9. Manager’s Job
 Clarify the organizational structure
 Choose the means by which to achieve
goals
 Assign and coordinate tasks, developing
and motivating as needed
 Evaluate outcomes and provide
feedback

10.  All good managers are also good leaders
– the two go hand in hand
 However, one may be a good manager
of resources and not be much of a leader
of people.
 Likewise, a person who is a good leader
may not manage well
 Both, roles can be learned; skills gained
can enhance either role.

11. LEADERSHIP
 May be:
 1. Formal – when practice by a nurse with
legitimate authority conferred by the
organization and described in a job description
 Ex: nurse manger, supervisor, coordinator
 - depends on personal skills
 2. Informal – exercised by a staff member who
does not have a specified management role
 - depends primarily on ones knowledge, status
 Ex: APN, quality mgt coordinator, education
specialist, medical director
 -personal skills in ; persuading and guiding
others.

12. Traditional Leadership Theories
 1. Trait Theories
 - earliest studies researchers sought to
identify inborn traits of successful leaders
 2. Behavioral Theories
 - 1930s focused on what leaders do
 - In behavioral view of leadership, personal
traits provide only a foundation for
leadership
 - Real leaders are made through
education, training, and life experiences,

13.  3. Contingency Theories
 - Managers adapt their leadership styles in
relation to changing situation
 - Leadership behavior range from authoritarian to
permissive and vary in relation to current needs
and future probabilities.
 Ex: A nurse manager may use authoritarian style
when responding to emergency situation
(cardiac arrest) such as cardiac arrest but use a
participative style to encourage development of
a team strategy to care for patient multiple
system failure

14. The most effective leadership
style for a Nurse Manager
 Is the one that best complements the:
 1. Organizational development
 2. Task to be accomplished
 3. Personal characteristic of the people
involved in each situation.

15. CONTEMPORARY THEORIES
 Leaders in today’s health care
environment place increasing value on
collaboration and teamwork in all aspects
of the organization.

16. Leaders in today’s health care
 They recognize that;
 1. health systems become more complex and
require integration
 2. personnel who perform the managerial and
clinical work must cooperate
 3. coordinate their efforts
 4. produce joint results.
 5. Must use additional skills; esp. group & political
leadership skills, to create collegial work envi.

17. 1. Quantum Leadership
 Based on the concept of chaos theory
 Reality is constantly shifting
 Levels of complexity are constantly changing
 Movement in one part of the system reverberates
throughout the system
 Roles are fluid and outcome oriented
 It matters little what you did; it only matters what outcome
you produced
 Within this framework, employees become directly involved
indecision making as equitable and accountable partners
 Manager assume more of an influential facilitative role,
rather than one of control( Malloch, 2010).

18. 2. Transactional Leadership
 Based on the principles of social
exchange theory
 The premise;
 1. individuals engage in social interactions
expecting to give and receive social,
political, and psychological benefits or
rewards
 Exchange process bet. Leaders &
followers is viewed as essentially
economic

19.  The nature of these transactions is determined
by the participating parties assessments of
what is in their best interest;
 Ex: staff respond affirmatively to a nurse manger
request to work overtime in exchange for
granting special request for time off.
 Leaders are successful to the extent that they
understand & meet the needs of followers &
use incentives to enhance employee loyalty
& performance.

20. Transactional Leadership is
aimed at:
 1. Maintaining equilibrium or status quo,
by performing work according to policy &
procedures
 2. Maximizing self-interest and personal
rewards
 3. emphasizing interpersonal
dependence
 4. Routinizing performance (Weston, 2008)

21. 3. Transformational Leadership
 Goes beyond transactional leadership to inspire &
motivate followers (Marshall, 2010)
 Emphasizes the importance of interpersonal
relationship
 NOT concerned with the status quo, but with
effecting revolutionary change in organizations &
human service.
 FOCUSES on: merging the motives, desires, values,
& goals of leaders & followers into a common
cause.

22.  GOAL to: generate employees commitment to
the vision or ideal rather than to themselves.
 They foster followers inborn desires to pursue
higher values, humanitarian ideals, moral
missions and causes.
 Encourage others to exercise leadership
 Inspires followers and uses power to instill a
belief that followers also have the ability to do
exceptional things.
 T.L. may be a natural model for nursing
managers, because nursing has traditionally
been driven by its social mandate & it’s ethic
of human service.

23. 4. Shared Leadership
 Reorganization, decentralization, and the
increasing complexity of problem solving
in health care have forced administrators
to recognize the value of S.L.
 Based on the empowerment principles of
participative & transformational
leadership. (Everett, 2011).

24. Essential elements of S.L.
 1. Relationships
 2. Dialogues
 3. Partnerships
 4. Understanding boundaries

25. Application of S.L. Assumes
that:
 1. A well educated, highly professional,
dedicated workforce is comprised of
many leaders.
 2. The notion of a single nurse as the wise
and heroic leader is unrealistic & that
many individuals@ various levels in the
org. must be responsible for the
organization’s fate & performance.

26. Examples of S.L. in nursing
include:
 1. Self-directed work teams – work groups
manage their own
 planning,
 organizing,
 scheduling, &
 day to day work activities.

27.  2. Shared governance –
 the nursing staff are formally organized at the
service area & organizational levels to make key
decisions about clinical practice standards,
 quality assurance & improvement,
 staff development,
 professional development,
 aspects of unit operation & research.

28.  3. Co- Leadership
 - Two people work together to execute a l. role
 - Common in service-line management, where
the skills of both a clinical and administrative
leader are needed to successfully direct the
operations of a multidisciplinary service.
 Ex: Nurse manager provides administrative
leadership in collaboration w/ a clinical nurse
specialist, who provides clinical leadership.

29. 5. Servant Leadership
 Based on the premise that leadership
originates from a desire to serve, and that
in the course of serving, one may be
called to lead (Keith, 2008).
 3 Characteristics of a S.L.;
 1. Empathy
 2. Awareness
 3. Persuasion (Saunders, 2008)

30. S.L. appeals to nurses for 2
reasons:
 1. Our profession is founded on principles of
caring, service, & the growth & health of
others
 2. Nurses serve many constituencies, often
quite selflessly, & consequently bring about
change in individuals, systems, &
organizations.

31. 6. Emotional Leadership
 Emotional intelligence involves;
 1. Personal competence w/c includes;
 Self-awareness & self management
 2. Social competence includes;
 Social awareness
 Relationship mgt that begins w/ authenticity
 Nurses w. their well-honed skills as
compassionate caregivers are aptly suited to
this direction in leadership that emphasizes
emotions and relationship with others as
primary attribute for success.

33. Ref: Eleanor J. Sullivan. (2013). Effective
Leadership & Mgt in Nsg. 8th
Ed.(International Edition)
- http://nursing,pearsonhighered.com
- THANK YOU! – Dr. James Malce Alo