This document discusses various leadership theories and styles that can be applied in a hospital setting. It defines leadership and describes different leadership styles like autocratic, democratic, laissez-faire. It also explains major leadership theories such as trait theory, behavior theory, and contingency theory. Specifically, it outlines Fiedler's contingency theory and its LPC scale, path-goal theory, and Vroom-Yetton-Jago decision-making model. The goal is to help hospital leaders understand different approaches and select the most appropriate leadership style based on the situation.

1. Opinion leadership General
Dr Prabhavathi

2. Objectives
• Learn about the qualities of leadership in
general applicable to any organization.
• Explain the ways and means of applying the
various leadership in relation to hospital.
• Discuss various acceptable theories and use
the same in their decision making process,
evolving policies etc.
• Enlisting the opinions of the associates in the
hospital management.

3. Introduction
• Familiarize with special skills
• Special knowledge in dealing with leadership
• Expected to gain the support, loyalty and
cooperation of all associates.
• Sole purpose to achieve patient comfort and
satisfaction

4. Opinion leadership
• Opinion leadership comes from the theory
of two-step flow of communication propounded
by Paul Lazarsfeld and Elihu Katz
• This theory is one of several models that try to
explain the diffusion of innovations, ideas, or
commercial products.

5. Two step flow of communication

6. Opinion leadership
• In the article “ Two step flow of
communication” Elihu Katz found opinion
leaders to have more influence on people’s
opinions , actions and behavior than the
media.
• Opinion leaders are seen as trustworthy

7. Definition of Leadership
• Leadership is an art of influencing and
inspiring subordinates to perform their duties
willingly, competently and enthusiastically for
achievement of groups objectives.

8. Features of Leadership
• Leadership is the process of influencing
behavior of individuals of an organization
• Leadership uses non-coercive methods to
direct and coordinate the activities of the
individuals of an oganization.
• Leadership directs the individuals to attain the
tasks assigned to them by following the
instructions of their leaders.

9. Features of Leadership
• A leader possesses qualities to influence others.
• Leadership gives the individuals , a vision for
future.
• Leadership is a group activity. Leader influences
his followers and followers also exercise influence
over his leader.
• Leadership is a continuous process of influencing
behavior . It encourages liveliness in the group.

10. Importance of leadership
• Importance of leadership is a universal
phenomenon.
• Hospital deals with humans – View every
patient with EMPATHY.
• Leader should act as a friend.
• Capacity to recognize the potential of the
individuals
• Leader should have confidence of the
individuals of the organization

11. Importance of leadership
• Leader must be able to unite the people as a team and
build up team spirit.
• A leader should be able to maintain discipline among
his group and develop a sense of responsibility.
• A leader should motivate his people to achieve goals.
• A leader should try to raise the morale of the
individuals and should maintain ethical standards
among the individuals.
• A leader should act as a link between the work groups
and the forces outside the organization, every member
of the group should act in the interest o patient case
only.

13. Difference between leadership and
management

14. Difference between leadership and
management

15. Difference between leadership and
management

16. Types of Leadership

17. Types of Leadership
• Autocratic
• Democratic
• Laissez-faire or Free rein
• Bureaucratic
• Manipulative
• Paternalistic
• Expert

18. Autocratic Leadership
• Centralization of authority
• He has all the powers to make decisions.
• Uses coercive measures and adopt negative
method of motivation
• Wants immediate obedience of his orders
• Negligence results in punishment
• No participation from subordinates in decision
making

19. Autocratic Leadership
• 3 types- Hard boiled or strict,
Benevolent,
Manipulative
Edwin B. Flippo

20. Hard Boiled or strict autocrat
• Leader uses negative influence and expects
that the employees should obey his orders
immediately.
• Non- compliance of his orders results in
punishment.
• He makes all decisions and does not disclose
anything to anyone.
• He is quiet rigid on performance

21. Benevolent autocrat
• Leader uses positive influence and develops
effective human relations.
• He is known as paternalistic leader.
• He praises his employees if they follow his
order and invites them to get the solutions.
• He feels happy in controlling all actions of his
subordinates.

22. Manipulative autocrat
• Creates a feeling in the minds of his
subordinates and workers that they are
participating in decision- making processes.
• But he makes all decisions by himself.
• Non-compliance of his orders also results in
punishment.

23. Democratic Leadership
• Participative leadership
• Group centered or consultative leadership.
• Leader encourages group discussion on problem
and arrives at a decision depending on their
consent
• Leaders give more freedom to their group
members
• It improves the quality of decision
• Demerit: Time consuming

24. Laissez-faire or Free rein
• Virtual absence of direct leadership
• Complete delegation of authority to
subordinates so decisions made by the
subordinates.
• Absence of leadership may have both negative
and positive effects.
• May be effective if members are committed to
their work.

25. Bureaucratic
• Emphasize the rules and regulations of an
organization
• Employees by themselves can not do anything
• Rules determine their performance

26. Manipulative
• Manipulates the employees to attain their
assigned tasks
• Leader is quite selfish
• Exploits the aspirations of the employees for
his gains.
• Hr face hatredof the employees at times

27. Paternalistic
• Happy associates work better and harder
• Develop the team spirit
• Fatherly attitude
• Improves the patients satisfaction

28. Expert Leadership
• It is based on the ability, knowledge and
competence
• Handles situation skillfully with his talent
• Employees feel relieved

29. • Successful leader is the one who assess the
situation, studies the psychology of
subordinates and adopts the most useful type
of leadership to lead the people at work to
accomplish the organizational goals

30. Theories of Leadership
• Trait theory
• Behaviour theory
• Contingency theory

31. Trait theory
• Analyze the psychological and physical traits of strong
leader
• Assumption in this theory is some set of traits
differentiated leaders from non- leaders.
• Intelligence
• Assertiveness
• Above average height
• Self-confidence
• Initiative and understanding of interpersonal relations.
• Possession of these traits helps the individuals to gain
possession of leadership.

32. Drawbacks of trait theory
• All traits are not identical
• Some may not be inherited but can be acquired
by training
• Does not identify what are most important and
that are least important
• Does not explain the leadership failures
• Many traits are found among followers then why
followers could not become leaders.
• Difficult to define absolute terms

33. Behaviour theory
• Michigan studies
1 Job- centered leadership behaviour
2 Employee centered leadership
behaviour

34. • Job centered focuses on performance and
efficient completion of the assigned tasks.
• Employee centered leader behaviour focuses
on high performance by developing cohesive
work group and ensure employees are
satisfied with the job.
• Leader primary concern is the welfare of the
sub-ordinates.

35. Ohio state studies
• Initiating structure behaviour
• Consideration behaviour

36. Initiating structure behaviour
• Leader clearly defines the leader sub-ordinate
roles so that everyone knows what is
expected. The leader also establishes formal
lines of communication and determines how
tasks will be performed.

37. Consideration behaviour
• Leader shows concern for sub-ordinates
feelings and ideas. He attempts to establish a
warm, friendly and supportive.

38. Contingency Theory
• Fiedler’s contingency theory: The main
assumption of contingency theory is that the
behaviour of an appropriate leader varies from
one situation to another.
• The motive of contingency theory is to identify
key situational factors
• Widely accepted theories:
1.LPC theory
2. Path –goal theory
3.Vroom-Yetton-Jago theory

39. LPC theory
Fielder identified two types of leadership
• Task oriented
• Relationship oriented
• LPC scale to measure the type of leadership
• A leader is asked to describe characteristics of
the person with who he or she is least
comfortable while working,

40. LPC scale

41. • If your score is 73 or above, you are
considered a “relationship-oriented” leader.
• If your score is 64 or below, you are
considered a “task-oriented” leader.
• If your score is 65 to 72, you are a mixture of
both, and it is up to you to determine which
leadership style is most like yours.
• Good relations, high task structure and strong
position power are very important.

42. Path - Goal theory
• Directive,
• Supportive
• Participative
• Achievement
The assumption is that the clearer the path is
laid out, the higher is the followers' task
motivation and performance.

43. Path – Goal model leadership

44. Vroom – Yetton- Jago theory

45. • Autocratic A1 - Leader makes own decision .
• Autocratic A11 - Leader collects required
information from followers, then makes
decision alone.
• Problem or decision may or may not be
informed to followers. Here, followers'
involvement is just providing information.

46. • Consultative Type 1 (CI)
• Leader shares problem to relevant followers
individually and seeks their ideas and
suggestions and makes decision alone. Here
followers do not meet each other.
• Consultative Type 2 (CII)
• Leader shares problem to relevant followers as a
group and seeks their ideas and suggestions and
makes decision alone. Here followers meet each
other

47. • Group-based Type 2 (GII)
• Leader discuss problem and situation with
followers as a group and seeks their ideas and
suggestions through brainstorming. Leader
accepts any decision and does not try to force
his or her idea. Decision accepted by the
group is the final one.

48. • Byye mommy! I love you soooo much❤💕😘
• By susmi!!