The document discusses various leadership styles such as authoritarian, democratic, and delegative, noting that the appropriate style depends on factors like the situation, employees, and company. It also emphasizes the importance of servant leadership in nursing, with nurse leaders prioritizing meeting patients' needs and promoting spiritual care. The document proposes a model of transformative leadership called "CASAGRA Transformative Leadership" focused on serving others first.

1. DR. JAMES M. ALO, RN,MAN,MAP,PHD

2.  The process of leading.
 Those entities that
perform one or more
acts of leading.
 The ability to affect
human behavior so as to
accomplish a mission
designated by the leader

3.  It is the process of encouraging &
helping others to work enthusiastically
towards objectives.
 It is the relationship in which one person
(the leader) influences others to work
together willingly on related tasks to
attain goals desired by the leader & or
group.
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4.  The leader has responsibility for the
followers.
 Leaders have a responsibility
towards society and those who are
disadvantaged.
 People who want to help others
best do this by leading them.
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6.  The classical approach
 Manager retains as much power
and decision making authority as
possible
 Does not consult staff, nor
allowed to give any input
 Staff expected to obey orders
without receiving any
explanations
 Structured set of rewards and
punishments

7.  Greatly criticized during
the past 30 years
 • Gen X staff highly
resistant
 • Autocratic leaders:
 • Rely on threats and
punishment to influence
staff
 • Do not trust staff
 • Do not allow for
employee input

8. • Sometimes the most effective style to use
• When:
 New, untrained staff do not know which tasks to
perform or which procedures to follow
 Effective supervision provided only through detailed
orders and instructions
 Staff do not respond to any other leadership style
 􀂉 Limited time in which to make a decision
 􀂉 A manager’s power challenged by staff
 􀂉 Work needs to be coordinated with another
department or organization
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9.  • When:
 􀂉 Staff become tense, fearful, or resentful
 􀂉 Staff expect their opinions heard
 􀂉 Staff depend on their manager to make all
their decisions
 􀂉 Low staff morale, high turnover and
absenteeism and work stoppage
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10.  Manages “by the
book¨
 Everything done
according to
procedure or policy
 If not covered by the
book, referred to the
next level above
 A police officer not a
leader
 Enforces the rules

11.  When:
 􀂉 Staff performing routine tasks over and
over
 􀂉 Staff need to understand certain
standards or procedures.
 􀂉 Safety or security training conducted
 􀂉 Staff performing tasks that require
handling cash
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12.  When:
 􀂉 Work habits form that are hard to break,
especially if they are no longer useful
 􀂉 Staff lose their interest in their jobs and
in their co-workers
 􀂉 Staff do only what is expected of them
and no more
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13.  • Also known as
participative style
 • Encourages staff to be
a part of the decision
making
 • Keeps staff informed
about everything that
affects their work and
shares decision making
and problem solving
responsibilities

14.  Encourages decision making
from different perspectives – leadership may
be emphasised throughout the organization
◦ Consultative: process of
consultation before decisions are
taken
◦ Persuasive: Leader takes decision
and seeks to persuade others that
the decision is correct
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15.  A coach who has the final say,
but gathers information from
staff before making a decision
 Produce high quality and high
quantity work for long periods of
time
 Staff like the trust they receive
and respond with cooperation,
team spirit, and high morale

16.  Develops plans to help staff
evaluate their own performance
 Allows staff to establish goals
 Encourages staff to grow on the
job and be promoted
 Recognizes and encourages
achievement

17.  When:
 Wants to keep staff informed about matters that
affect them.
 Wants staff to share in decision-making and
problem-solving duties.
 Wants to provide opportunities for staff to develop a
high sense of personal growth and job satisfaction.
 A large or complex problem that requires lots of
input to solve
 Changes must be made or problems solved that
affect staff
 Want to encourage team building and participation
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18.  Not enough time to get everyone’s input
 Easier and more cost-effective for the manager
to make the decision
 Can’t afford mistakes
 Manager feels threatened by this type of
leadership
 Staff safety is a critical concern
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19.  Also known as the “hands-
off¨ style
 The manager provides little or
no direction and gives staff as
much freedom as possible
 All authority or power given to
the staff and they determine
goals, make decisions, and
resolve problems on their own

20.  Staff highly skilled,
experienced, and
educated
 Staff have pride in their
work and the drive to do
it successfully on their
own
 Outside experts, such as
staff specialists or
consultants used
 Staff trustworthy and
experienced

21.  Staff feel insecure at the unavailability of a
manager
 The manager cannot provide regular feedback
to staff on how well they are doing
 Managers unable to thank staff for their good
work
 The manager doesn’t understand his or her
responsibilities and hoping the staff cover for
him or her
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22.  While the proper leadership style depends on the situation,
there are three other factors that also influence which
leadership style to use.
 1. The manager’s personal background. What personality,
knowledge, values, ethics, and experiences does the manager
have. What does he or she think will work?
 2. The employees being supervised. Employees are
individuals with different personalities and backgrounds. The
leadership style managers use will vary depending upon the
individual employee and what he or she will respond best to.
 3. The company. The traditions, values, philosophy, and
concerns of the company will influence how a manager
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24.  Using an authoritarian style on a new
employee who is just learning the job. The
leader is competent and a good coach. The
employee is motivated to learn a new skill.
The situation is a new environment for the
employee.
 Using a participative (DEMOCRATIC) style with
a team of workers who know their job. The
leader knows the problem well, but he wants
to create a team where the employees take
ownership of the project. The employees
know their jobs and want to become part of
the team. The situation allows time.
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25.  Using a delegative style with a worker who
knows more about the job than you. You
cannot do everything! The employee needs
to take ownership of her job. Also, the
situation might call for you to be at other
places doing other things.
 Using ALL: Telling your employees that a
procedure is not working correctly and a
new one must be established (authoritarian).
Asking for their ideas and input on creating
a new procedure (participative). Delegating
tasks in order to implement the new
procedure (delegative).
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26.  “Case Analysis of a Nurse Leader or
Manager”
 Identify a nurse you consider as a Leader
or Manager and describe briefly the
person’s role/job/position/ and why you
selected him/her.
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27. Journal I
 What leadership style is used by the nurse?
 What style of leadership is evident in the
person?
 What power is used by the person as a
Leader or Manager?
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28.  Life and leadership in the service of the
Lord.
 Nurse leaders should use their gifts from
God according to the grace given to them.
 They should talk of God’s message if they
are gifted with the talent to speak in
proportion to their faith: if to serve, they
should serve; if to teach, they should teach;
if to encourage other people, they should
do so.
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29.  They should share with others generously; if they
have the authority, they should work hard, and
they should show acts of mercy with cheerfulness.
 In nursing, is selfless commitment and devotion to
duty.
 It recognizes the necessity of providing holistic
care to patient – physically and spiritually.
 Nurse leaders are duty-bound in the promotion of
spiritual environment for their patients.
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30.  A practical philosophy focusing
on people who choose to serve
first and then lead as a way of
expanding service
 Servant leaders are "servants
first" with the object of making
sure that other people's highest
priority needs are being served
 Leaders put the needs of their
followers first; these leaders rare
in business

31.  The term “CASAGRA Transformative
Leadership” is a psycho-spiritual model and
coined after the name of the investigator.
This consists of the three S’s namely:
Servant-leader spirituality, Self-mastery, and
Special expertise in nursing.
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32.  Make change happen in:
 Self,
 Others,
 Groups, and
 Organizations
 Charisma a special leadership
style commonly associated with
transformational leadership;
extremely powerful, extremely
hard to teach

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34. Paternalistic style
 Leader acts as a ‘father figure’
 Paternalistic leader makes decision but
may consult
 Believes in the need to support staff
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35. Authoritative Style
 Clear about what he is doing and
why he is doing it
 Instills the same clarity in his
followers
 Determines the end and leaves the
choice of means to his people.
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36. Benevolent style
 Keeps employees happy & in
harmony
 Ensures better communication
 Relationship builder
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37. Coaching style
 Helps employees to identify their
strengths & weakness
 Aligning employees
 Encourages long term development
 Issues challenging assignments
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38. Leadership style…
Pacesetting style
 Sets high standards and adheres on
it
 Passionate about increase in quality
and productivity
 You perform or leave organization
is the attitude
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40.  Ability to impose the will of one person or
group to bring about certain behaviors in
other persons or groups.
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41.  Legitimate - power through official
authority from the organization.
 Referrent - power through charisma
and personal characteristics.
 Reward - power through providing
rewards or promise of reward to
others.
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42.  Expert - power through possession
of special knowledge, skill or
ability
 Coercive - power though fear,
threat or coercion
 Connection - power from coalition
of individuals working together
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43.  Legitimate right to give commands, to
act in the interest of an organization.
 Conferred power to perform a service.
 Authority is given and can be taken
away
 Authority is conferred as part of an
exchange
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44.  Formal Authority: comes with various
powers of the office and it is granted
because the office holder promises to
meet a set of explicit expectations (job
descriptions, legislated mandates, etc.).
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45.  SOURCES OF POSITIONAL POWER
 Formal authority
 Relevance
 Centrality
 Autonomy
 Visibility
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46.  Informal Authority: rests on trust
and comes with “the power to
influence attitude or behavior
beyond compliance.”
 Trust: Predictability on values and
skills.
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47.  SOURCES OF PERSONAL POWER
 Expertise
 Track record
 Attractiveness
 Effort
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49. As for the best leaders,
People do not notice
Their existence
The next best, the people honor
And praise
The next, the people fear
And the next, the people hate
When the best leader’s work is done
The people say, “we did it ourselves”
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50. The six most important words:
"I admit I made
a mistake"
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51. The five most important words:
"You did a good
job"
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52. The four most important words:
"What is your
opinion"
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53. The three most important words:
"If you, please."
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54. The two most important words:
"Thank you"
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55. The one most important word:
"We"
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56. The least most important word:
"I"
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