The document discusses several models and definitions of leadership. It describes leadership as a social influence process where a person enlists the aid of others to accomplish a common task. Several factors are seen as important in the leadership process, including the leader's traits, the situation, and the followers. The document also examines contingency models of leadership, which view the most effective leadership style as dependent on situational factors like the task structure and the leader-follower relationship. Transformational and transactional leadership styles are also defined.

1. Models/frameworks/definitions

2.  One definition of „leadership‟ can been
described as the “process of social influence in
which one person can enlist the aid and support
of others in the accomplishment of a common
task” (Chemers, 1997).

3.  One was a leader if you were born into the right
family, had the right breeding, came from nobility
or royalty ect.
 Encompasses the idea that...
“Leaders are born, not made”

4.  An attempt to distinguish leaders as possessing
extraordinary traits in comparison to others, for
example: intelligence, dominance, self-
confidence, high energy level

5.  1948, Stogdill found that “no single personality
typifies a leader; rather, leadership is a
relationship that exists among people in a social
situation.”
 3 main factors to consider within the leadership
process:
1. The Leader
2. The Situation
3. And the Followers

6.  Forces within the managers, subordinates and
situations determine leadership effectiveness, this
includes:
 Supervisors/Managers:
1. Supervisor‟s view of people, performance and
status.
2. Degree of confidence held for the subordinates
3. Leadership inclinations
4. Feelings of security in an uncertain situation

7.  Subordinates:
1. Need for independence
2. Readiness to assume responsibility
3. Expectations to share in decision making
4. Tolerance for ambiguity
5. Level of knowledge and experience to deal
with situations.

8.  The situation/Forces in the situation:
1. The organisation‟s values and traditions
2. The organisation‟s reaction to change
3. Whether the organisation is dominated by the
physicians, administrators or nurses
4. To what extent the group is effective, cohesive
and able to assume responsibility in different
situations.

9.  Based on Fiedler‟s 1985 model...
Model of a given situation:
1. Leader-member relations
2. A task structure
3. A position of power
 Through this theory it is possible to predict the
most productive leadership style through the
analysis of the above components and their
relationship to a critical situation (Grohar-Murray
& Langan, 2011).

10.  Encompassed in the Life Cycle Theory of Hersey-
Blanchard.
 “Leadership behaviour may be predicted on the
basis of the follower‟s readiness” (Grohar-Murray
& Langan, 2011).

12.  Bennis and Nanus (1985) suggested a new theory
of leadership based on a study they conducted on
90 leaders, for the purpose of discovering what is
common to leadership and leaders.
 Found that there are 4 types of “Human Handling
Skills” common to leaders:
Strategy 1: Attention through vision
Strategy 2: Meaning through communication
Strategy 3: Trust through positioning
Strategy 4: the deployment of self through positive
self-regard and the Wallenda factor.
(Grohar-Murray & Langan, 2011).

13. Burns proposed 2
kinds of leadership:
 Transactional
Leadership
 Transformational
Leadership
 (Grohar-Murray &
Langan, 2011).

14.  Developed by Jean Lipman-Blumer
 Connects individuals to their tasks and visions, to
one another, to the immediate group and to the
larger network.
(Grohar-Murray & Langan, 2011).

15.  Stage One: Analysis and problem identification
 Stage Two: Determination of action
 Stage Three: Evaluation of action
(Grohar-Murray & Langan, 2011)