This document provides an overview of leadership styles and theories. It begins by defining leadership and listing its key functions and characteristics. It then explains several theories of leadership, including trait theory, contingency theory, path-goal theory, behavioral theories, and transformational leadership. It also distinguishes the roles of managers versus leaders. The document outlines various leadership styles such as autocratic, democratic, laissez-faire, and discusses when each may be appropriate. It concludes by listing qualities of a good leader and common leadership activities like planning, organizing, and controlling.

1. M.Sc DEGREE COURSE IN NURSING
(BASIC)
NURSING MANAGEMENT
UNIT:XI- LEADERSHIP
LEADERSHIP STYLES
Mrs. SIVAGAMI. G, RNRM, MSc(N),
PRINCIPAL.
Mrs. R.SUDHA , RNRM, MSc(N),MBA,
PROFESSOR

2. OBJECTIVES
At the end of this presentation the learners will
be able to,
• Define leadership
• Enlist the function and characteristics of
leadership
• Explain the theories and styles of leadership
• enumerate the qualities of good leader
• detail on common activities of leader

3. Leadership

4. INTRODUCTION
Leading people
Influencing people
Commanding people
Guiding people

5. MEANING
• Managers are people who do things right,
while leaders are people who do the right
thing.
- Warren Bennis, Ph.D.

6. DEFINITION
• LEADERSHIP:
It is the process of influencing the activities
of an group in efforts towards achieving goals in
a situation.

7. DEFINITION
“Leader is a force” who creates a capacity
among a group of people to do something that is
different or better

8. FUNCTION OF LEADER
 SETTING GOALS: A leader provide guidance to the
group by setting goals to his sub ordinates
 He acts as a guide of his followers by setting objectives
of the group.
 Develop team spirit: a leader develops a sense of
collectivism in the employees to work as a team.
 Individuals within the group may be shown varied
interest and multiple goals.
 A leader as to reconcile their conflicting goals and
restore equilibrium.

9. CONT…
REPRESENTATION: good leader is the
guardian of the interest of the subordinates.
 he is the personal embodiment of the
impersonal organization inside and outside the
organization.
 COUNSELLER; A leader may render advice
and tries to over come barrier, real or imaginary
and instills confidence in the employees.
STRIVES FOR EFFECTIVENESS:A leader
provides adequate reward to improve the
performance of employees.

10. NATURE / CHARACTERISTICS OF
LEADERSHIP
(1)RELATED TO GROUP ACTIVITIES :
Leadership is necessary wherever people work in
groups and have common goals to achieve. There has
to be a person with some extra authority who can
influence the group members towards the achievement
of common goals.
(2)PRESENCE OF FOLLOWERS :
The essence of leadership is followership. There
has to be a group of people who are ready to be
influenced. They suspend their judgment and allow
another person with more authority to take decisions.
10

11. 11
(3)NO COERCION :
The act of influencing done by leaders should be
without force. They should be able to make the group
member strive willingly towards the common goals.
(4)DYNAMIC AND CONTINUOUS PROCESS :
Leadership is an on going process and changes
with time, situation and people.
(5)LEADERSHIP STYLES :
There are different leadership styles and each style
may be relevant to a particular group of people. A
successful leader however would follow situational
leadership style.

12. QUALITIES OF A GOOD LEADER
 (1) CONFIDENCE :
First and foremost the leader should have self-
confidence to handle the group and ensure that they
contribute positively to common goals.
 (2) KNOWLEDGE AND INTELLIGENCE :
The leader must have knowledge and intelligence
to handle the technical aspects of the problems that
the group encounters.
12

13. CONT….
 (3) DISCIPLINE :
A disciplined leader is always in a better
position to enforce discipline amongst the group
members which is absolutely necessary for the
proper performance of the group.
 (4) PATIENCE :
To deal with different types of people and
problems, the leader has to be very patient, so
that obstacles can be overcome in a calm
manner.

14. 14
• CONT…
• (5) INITIATIVE :
The leader must have the quality of
initiative so that he on his own takes upon
himself the responsibility of the group and the
activities to be performed which in turn would
motivate the group members to perform better.
• (6) INNOVATIVE AND CREATIVE :
A leader faces so many problems for which
he needs to be creative and innovative to find
the right solutions and moreover new ideas help
in keeping up the interest of the group
members.

15. CONT…
• (7) COMMUNICATION SKILLS :
Effective communication skills help the
leader to make the group members understand
their job better and convince them about the role
each one has to play.
• (8) INTERPERSONAL SKILLS :
He should have the skill of dealing with
different types of people.

16. 16
CONT…
• (9) GOOD PERSONALITY :
A leader with a dynamic personality finds
it much easier to get the group to work in a
better manner. Personality is the sum total of
physical and mental attributes of an individual.
• (10)ADMINISTRATIVE SKILLS :
A leader should possess the skills to plan,
organize, direct, co-ordinate and control
effectively which is highly essential for the
efficient functioning of the group.

17. IMPORTANCE OF LEADERSHIP…
IMPORTANCE
Motivating
employee
Building
morale
Creating
confidence
17

18. THE TOP 10 REQUIREMENTS FOR
LEADER BEHAVIOR
• 1. Shows enthusiasm.
• 2. Supports other people.
• 3. Recognizes individual effort.
• 4. Listens to individuals’ ideas and problems.
• 5. Provides direction.
• 6. Demonstrates personal integrity.
• 7. Practices what they preach.
• 8. Encourages teamwork.
• 9. Actively encourages feedback.
• 10. Develops other people.

19. MANAGERS VS. LEADERS
MANAGERS
• Focus on things
• Do things right
• Plan
• Organize
• Direct
• Control
• Follows the rules
LEADERS
• Focus on people
• Do the right
things
• Inspire
• Influence
• Motivate
• Build
• Shape entities

20. THEORIES OF LEADERSHIP
1. Trait or great man Approach
2. Contingency Theory
3. Path-Goal Theory
4. Behavioral theory
5. Team Leadership
6. Leader Member Exchange
7. Transformational
8. Transactional or management theory
9. Situational theory

21. 1. THE GREAT MAN/TRAIT
THEORY
 Early explanations of leadership studied the
“traits” of great leaders
 “Great man” theories (Gandhi, Lincoln,
Napoleon)
 Belief that people were born with these
traits and only the great people possessed
them.

22. THE GREAT MAN THEORY
• Traits: Physical traits,
intelligence, personality
traits
• Stogdill (1948): revised
124 studies of leadership
& found only 3 attributes
for most leaders:
– Height
– Intelligence
– Initiative

23. TRAIT THEORY
• Assume that
people inherit
certain qualities
and traits that
make them better
suited to
leadership
23

24. 2.CONTINGENCY THEORY
• This is a leader match theory because it tries to
match leaders to appropriate situations
• A leader’s effectiveness depends on how well the
leader’s style fits the context
• The theory was developed by studying the styles of
leaders in situations and whether they were
effective (primarily in military organizations)
• Concerned with styles and situations

25. CONTINGENCY THEORY
• Leadership styles are either task
motivated or relationship motivated
• Situations have three factors: leader-
member relations, task structure and
position power

26. CONTINGENCY APPROACHES
Contingency approaches: approaches
that seek to delineate the characteristics of
situations and followers and examine the
leadership styles that can be used
effectively
Fiedler’s contingency model: a model
designed to diagnose whether a leader
is task-oriented or relationship-oriented
and match leader style to the situation

27. FIEDLER’S CONTINGENCY MODEL OF
LEADERSHIP
27

28. 3.PATH-GOAL THEORY
• Path Goal theory is about how leaders motivate
subordinates to accomplish designated goals
• The stated goal of leadership is to enhance
employee performance and employee
satisfaction by focusing on employee motivation
• Emphasizes the relationship between the leader’s
style and characteristics of the subordinates and
the work setting
• The leader must use a style that best meets the
subordinates motivational needs

29. PATH-GOAL THEORY

30. PATH-GOAL THEORY/
SITUATIONAL THEORIES
Leadership Behaviors
• Directive leadership – leader gives
instructions, expectations, time lines, and
performance standards
• Supportive Leadership- leader is friendly
and approachable, attends to the well being of
subordinates, and treats everyone as equals

31. CONT…
• Participative Leadership- leader invites
subordinates to give ideas, share opinions and
integrates their suggestions into the decision
making process
• Achievement-Oriented Leadership- leader
challenges subordinates to perform at the
highest level possible. Leader has high
standards of excellence and seeks continuous
improvement.

32. 32

33. 4.BEHAVIORAL THEORIES
(TYPES OF LEADERSHIP STYLES)
• Three major leadership styles are,
Autocratic
Democratic
Free Rein

34. BEHAVIOURAL THEORIES…
• 1.Autocratic/Authoritative/
Directive Style
• (a) An autocratic leader centralizes power and
decision-making in himself.
• (b) He alone sets the goals of the group without
consulting the subordinates and also the work
structures.
• (c) He gives orders and the subordinates have to follow
it without questioning.
• (d) He takes up the responsibility of the decisions taken
by him and also the achievement of the goals.
• (e) There is a very formal relationship between the
superior and subordinate.
34

35. Authoritarian (autocratic)
I want both
of you to. . .

36. 36
• Autocratic style of leadership will be
suitable in the following situations :
• (a) When quick decisions have to be taken.
• (b) When subordinates are inexperienced and
lack training.
• (c) When subordinates are found to belong to
Theory X.
• (d) When decisions do not affect the
subordinates in any manner.
• (e) When the company follows the culture of
endorsing fear and punishment as accepted
disciplinary techniques.

37. 2.DEMOCRATIC/PARTICIPATIVE
STYLE
• (a) A democratic leader believes in decentralized
authority.
• (b) Decisions are arrived at after consultation with
followers and participation by them.
• (c) The subordinates are given enough
opportunities to exploit their potentials.
• ( d) The relations between superior and
subordinates are informal.
37

38. Democratic leadership style:
Let's work together to solve this. . .

39. 39
• Democratic/Participative Leadership Style will be
appropriate in the following situation :
• (a) There is enough time available for taking
decisions.
• (b) The subordinates are knowledgeable,
experienced and mature to contribute positively to
decision-making.
• (c) The subordinates have been found to belong to
Theory Y.
• (d) When the support of the subordinates is
necessary for the effective implementation of the
decision.
• (e) When the corporate philosophy is to promote a
free environment to work and provide democratic
ways of working.

40. 3.FREE REIN/LAISSEZ-FAIRE STYLE
• (a) The leader here completely believes in
delegation of authority and prefers to be a guide.
• (b) He avoids power and relinquishes the
leadership position.
• (c) The reason for doing this could be lack of
self-confidence, fear of failure, etc.
• (d) The relationship between superior and
subordinate is informal.
• (e) The superior and subordinate share the
responsibility of the decision.
40

41. Laissez-faire style:
• You two take care of the problem while I go. . .

42. 42
• Free rein style would be appropriate under the
following conditions:
• (a) When subordinates are very
knowledgeable, experienced and trained.
• (b) When absolutely creative and innovative
suggestions are necessary.
• (c) When there is total commitment on the part of
the subordinates towards the organisation.
• (d) When it is found that subordinates belong to
Theory Y.

44. 4.PATERNALISTIC STYLE
• Following are its characteristics :
• (a) The leader considers himself as a parent
figure.
• (b) The leader may consult the subordinates
but finally takes the decision which he deems
best for the group.
• (c) He also takes up the responsibility of the
decision taken.
• (d) The relationship between superior and
subordinate is very family like.
44

45. 5.NEUROCRATIC STYLE
• Following are its characteristics :
• (a) Neurocratic leaders are obsessed with
success and want to achieve it under any
circumstances.
• (b) They take decisions by themselves.
• (c) But in case of failure they may shift the
responsibility to subordinates.
• (d) Neurocratic leader is highly sensitive,
emotional and eccentric.
45

46. 6.BUREAUCRATIC STYLE
• Following are the characteristics of bureaucratic style of
leadership.
• (a) This style is mainly found in Government department.
• (b) The leader takes decision strictly by following rules,
regulations and formalities.
• (c) There is no participation of subordinates in decision-
making and in case it is there, then again it is to comply
with rules and regulations.
46

47. 5.AFFILIATIVE /TEAM LEADERSHIP.
This style emphasizes the importance of team
work, and creates harmony in a group by
connecting people to each other. Mr. Goleman
argues this approach is particularly valuable
“when trying to heighten team harmony, increase
morale, improve communication or repair broken
trust in an organization

48. 6.LEADER-MEMBER EXCHANGE
THEORY (LMX) (GRAEN & SCHLIEMAN
1978)
• Leader-member exchange theory (LMX) focuses
on how the leader-follower relationship affects the
leadership process
• Subordinates are of two types: "in-group" and
"out-group“
• In-group employees are viewed by the leader as
competent, trustworthy, and highly motivated
• Out-group employees are viewed as incompetent,
untrustworthy, and poorly motivated

49. CONT…
• Two leadership styles: supervision (based on
formal authority) and leadership (based on
persuasion)
• Leaders use supervision with out-group
employees, and leadership with in-group
members
• Leaders and in-group members establish
personal relationships leading to mutual
support and understanding
• High-LMX relationship groups tends to
outperform low-LMX relationship groups

50. 7.RELATIONSHIP THEORIES:
• Relationship theories, also known as
transformational theories, focus upon the
connections formed between leaders and
followers.
• TRANSFORMATIONAL LEADERS: motivate
and inspire people by helping group members
see the importance and higher good of the task.
• These leaders are focused on the performance
of group members, but also want each person to
fulfill his or her potential. Leaders with this style
often have high ethical and moral standards.
50

51. Transformational
Leadership
Communicating
the Vision
Modeling
the Vision
Creating
a Strategic
Vision
Building
Commitment
ELEMENTS OF TRANSFORMATIONAL
LEADERSHIP

52. 8.MANAGEMENT THEORIES:
• Management theories, also known as
transactional theories, focus on the role of
supervision, organization and group
performance.
• These theories base leadership on a system of
rewards and punishments.
• Managerial theories are often used in business;
when employees are successful, they are
rewarded; when they fail, they are reprimanded
or punished.
52

53. 9.SITUATIONAL THEORY OF
LEADERSHIP STYLES
• Natural leader
• Charishmatic leader
• Rational leader
• Directing
• Coaching
• Supporting
• delegating

54. BARRIERS TO LEADERSHIP
• False assumptions
• Time constraints

55. COMMON ACTIVITIES OF
LEADER
• Planning
• Organizing
• Directing
• Controlling
• Evaluating
• Motivating
• Organizing
• Setting An
Example

56. PLANNING
MANAGER
• Planning
• Budgeting
• Sets targets
• Establishes
detailed steps
• Allocates
resources
LEADER
• Devises strategy
• Sets direction
• Creates vision

57. ORGANIZING
MANAGER
• Creates structure
• Job descriptions
• Staffing
• Hierarchy
• Delegates
• Training
LEADER
• Gets people on board
for strategy
• Communication
• Networks

58. DIRECTING WORK
MANAGER
• Solves problems
• Negotiates
• Brings to
consensus
LEADER
• Empowers
people
• Cheerleader

59. CONTROLLING
MANAGER
• Implements control
systems
• Performance
measures
• Identifies variances
• Fixes variances
LEADER
• Motivate
• Inspire
• Gives sense of
accomplishment

60. 5 EVALUATING
• Leaders need to be good at:
• Assessing the consequences
• Evaluating team performance
• Appraising and training individuals
• Judging people.
6 MOTIVATING
• 1 be motivated yourself
• 2 select people who are highly motivated
• 3 set realistic and challenging targets
• 4 remember that progress motivates
• 5 provide fair rewards
• 6 give recognition.

61. CONT…
7.ORGANIZING
• Good leaders are good at:
• Organizing themselves – their own work and
particularly how they manage themselves, their
time and how they delegate
• Organizing the team – to build and maintain it to
ensure that there is good, effective team-work
• Organizing the organization – the structure and
the systems/processes in which, and by which,
people operate.

62. CONT..
8 SETTING AN EXAMPLE:
• Leadership is example ’To be successful, a
good leader must ‘walk the talk’. Employees
take a fraction of the time to know a leader as
he/she takes to get to know them.

63. NEW LEADERS TAKE NOTE
• GENERAL
ADVICE
– Take advantage of
the transition
period
– Get advice and
counsel
– Show empathy to
predecessor
– Learn leadership
• CHALLENGES
– Need knowledge
quickly
– Establish new
relationships
– Expectations
– Personal
equilibrium

64. NEW LEADER TRAPS
• Not learning
quickly
• Isolation
• Know-it-all
• Keeping existing
team
• Taking on too
much
• Captured by
wrong people
• Successor
syndrome

65. APPLICATION OF LEADERSHIP IN
NURSING
65
Patient care co-
ordination
Employee
responsibility
Guidelines for
delegation mentorship
preceptorship Continuing education

66. CONCLUSION
Leader’s goals are to motivate others to
accomplish work/class tasks and to feel that
they are contributing to their own
professionalism.

67. REFERENCES
1. Bessie L. Marquis, Carol J. Huston. Leadership Roles and
Management functions in nursing . 2009. USA. Wolters kluwer/
Lippincott Williams & wilkins
2. BT Basavanthappa . Nursing Administration . 2003. Jaypee
publishers. New Delhi
3. Dr.C.B.Gupta. Management and Organsiation. 2000. Sultan
Chand & Sons
4. IGNOU. Nursing Administration.1997. New Delhi. Gita offset
printers
5. Linda Anne Bernhard. Leadership the key to professionalization
of nursing. 2000. USA. Lippincott company
6. Neelam kumari. A textbook of Management of Nursing Services
and Education. 2009. PV publications. New Delhi

68. Thank you