Supervised by: Dr.Fatemah M. Baddar

Supervised by: Dr.Fatemah M. Baddar
Leadership By: Hayaa Nafa Supervised by: Dr.Fatemah M. Baddar Ph.D.,M.Sc.N.,B.Sc.N Associate Prof. Nursing Adminstration &Education Dept.

Objectives Distinguish between leadership and management.
Discuss how all nurses can provide leadership in and for the profession. Distinguish between different types of leadership Learn how to be an effective leader

Outlines What is leadership Leadership and management Leadership roles
Types of leadership Transformational vs. transactional leadership Leadership goals Characteristics of an integrated leader-manager Factors affecting leadership style

Introduction The need to develop nursing leadership skills has never been greater as reform of health care is being addressed at national, state, and community levels. Leadership skills also are necessary for team building at the organizational level. Ensuring successful recruitment, retaining a cohesive nursing staff, and maintaining a high-quality practice depend on successful team building in which leadership is the cornerstone for its effectiveness.

“The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.” — Eric Gregory

We Praise Leaders Too Much When Organizations Succeed,
LEADERSHIP TRUTH We Praise Leaders Too Much When Organizations Succeed, and Blame Them Too Much When Organizations Fail

LEADERSHIP Process where by a person (leader) inspires (influence) a group of individuals (led) to work together using appropriate means to achieve common goals

Leadership is define as “the ability to influence the beliefs, opinions, and /or behavior of others in order to accomplish the task of a group or to achieve the goal of a group, while at the same time maintaining the integrity and morale of the group. The Leader is a person who interprets and suggests the goal for which a group is working and who encourages and directs participation of others toward effective achievement of this goal

The Meaning of Leadership
As a process, leadership is the use of non coercive influence to direct and coordinate the activities of group members to meet a goal. As a property, leadership is the set of characteristics attributed to those who are perceived to use such influence successfully.

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
Based on influence. An informal designation. An achieved position. Independent of management . Based on authority Formally designated position An assigned position. Dependent and improved by use of effective leadership skills

DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT
Part of every nurse's role. Focusing on people, inspiring and motivating followers, based on personal power. Acting as a facilitator, and coach Aimed to change for improvement. Nurse's role in the assigned managerial positions. Focusing on service, based on position power. Acting as a boss. Aimed to maintain stability

Leaders vs. Managers Leaders Managers Vision Direction Goals
Objectives Effectiveness Purpose Innovate Focus on people Inspire trust Efficiency Day to day & Short run Administer Focus on systems & structure Rely on control Establish organizational mission Leader’s Job Formulate Strategy for implementing mission Implement organizational strategy Manager’s Job

Leadership goals Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Leaders vary their styles. A leader is not strictly one or another style. Most leaders use all three styles; one style, however, becomes the dominate one. Positive Leaders use rewards (independence, education) to motivate employees. Negative Leaders use penalties with employees. These leaders act domineering and superior w/people. Negative penalties include: days off without pay, reprimanding in front of others, assigning unpleasant job tasks.

Leadership Roles Decision maker Coach Forecaster Communicator
Counselor Influencer Evaluator Teacher Creative problem solver Facilitator Critical thinker Change agent

Characteristics of a Leader
Intelligence Personable Ability Knowledge Adaptability Able to enlist cooperation Judgment Creativity Interpersonal skills Decisiveness Cooperativeness Tact Oral fluency Alertness Diplomacy Emotional Intelligence Self-confidence Prestige Independence Personal integrity Social participation Emotional balance and control Nonconformity

Please Hayaa, change the word of types of leadership to styles of leadership

Leadership style directly related to the amount of control or freedom allowed to the group. The best style for any particular situation is one that promotes a high level of work performance in wide variety of circumstances as efficiently as possible, and with the least amount of disruption.” Leadership style “ is the manner in which the leader influences the group members ” behaviors in various situations. Different styles are effective in different situations

Autocratic leadership
Leader makes decisions without reference to anyone else. High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively

The following behaviors characterize authoritarian leaders: • Strong control is maintained over the work group. • Others are motivated by coercion. • Others are directed with commands. • Communication flows downward. • Decision making does not involve others. • Emphasis is on difference in status (“I’’ and “you’’). • Criticism is punitive.

Authoritarian leadership results in well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. Productivity is usually high, but creativity, self-motivation, and autonomy are reduced. Authoritarian leadership, useful in crisis situations, is frequently found in very large bureaucracies, such as the armed forces.

When is the Autocratic Leadership Style Effective?
1. Short term projects with a highly technical, complex or risky element. 2. Work environments where spans of control are wide and hence the manager has little time to devote to each employee. 3. Industries where employees need to perform low-skilled, monotonous and repetitive tasks and generally have low levels of motivation.

When is the Autocratic Leadership Style Effective?
4. Projects where the work performed needs to be completed to exact specifications and/or with a tight deadline. 5. Companies that suffer from a high employee turnover, i.e. where time and resources devoted to leadership development would be largely wasted. Although one could argue that a lack of leadership development in the first place caused the high turnover.

Advantages Disadvantages Reduced stress due to increased control A more productive group ‘while the leader is watching’ Improved logistics of operations Faster decision making Short-termistic approach to management. Manager perceived as having poor leadership skills Increased workload for the manager People dislike being ordered around Teams become dependent upon their leader

Adolf Hitler and his administration were responsible for the deaths of millions of Jewish people. Stalin killed over 3 million people through famines, executions and forced labor. Castro is symbolic with having control over Cuba's resources, resulting in food rationing and numerous attempts by residents to flee the country.

Democratic leadership
Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

Democratic leaders are characterized by the following: • Less control is maintained. • Economic and ego awards are used to motivate. • Others are directed through suggestions and guidance. • Communication flows up and down. • Decision making involves others. • Emphasis is on “we’’ rather than “I’’ and “you.’’ • Criticism is constructive.

Advantages Disadvantages Positive work environment Successful initiatives Creative thinking Reduction of friction and office politics Reduced employee turnover Lengthy and ‘boring’ decision making Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.

Democratic leadership appropriate for: groups that work together for extended periods, promotes autonomy and growth in individual workers. when cooperation and coordination between groups are necessary. Because many people must be consulted, democratic leadership takes more time and, therefore, may be frustrating for those who want decisions made rapidly. Studies have shown that democratic leadership is less efficient quantitatively than authoritative leadership.

Laissez-Faire leadership
‘Let it be’ – the leadership responsibilities are shared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

The laissez-faire leader is characterized by the following behaviors: • Permissiveness, with little or no control. • Motivation by support when requested by the group or individuals. • Provision of little or no direction. • Communication upward and downward flow among members of the group. • Decision making dispersed throughout the group. • Emphasis on the group. • Criticism withheld.

Because it is nondirected leadership, the laissez-faire leadership style can be frustrating; group apathy and disinterest can occur. However, when all group members are highly motivated and self-directed, this leadership style can result in much creativity and productivity. Laissez-faire leadership is appropriate when problems are poorly defined and brainstorming is needed to generate alternative solutions.

Disadvantages It makes employees feel insecure at the unavailability of a manager. The manager cannot provide regular feedback to let employees know how well they are doing. Managers are unable to thank employees for their good work. The manager doesn’t understand his or her responsibilities and is hoping the employees can cover for him or her.

Leadership Styles More Successful Proposal Less Successful Proposal
Authoritarian Team Authoritarian Team Task oriented Strong on schedules Expects directions to be followed Intolerant of dissent Task oriented Positive examples Fosters environment for people to reach their highest potential Works to strengthen bonds among team members Task oriented Positive examples Fosters environment for people to reach their highest potential Works to strengthen bonds among team members Task oriented Strong on schedules Expects directions to be followed Intolerant of dissent متسامح مع المعارضين Team Authoritarian Country Club Impoverished Country Club Uses rewards almost exclusively Generally incapable of coercive, punitive, or disciplined action Fears conflict Delegates and disappears Detaches from team Lets team work out power struggles Low commitment to task accomplishment Country Club Uses rewards almost exclusively Generally incapable of coercive, punitive, or disciplined action Fears conflict Impoverished Less Successful Proposal “Blake & Mouton Managerial Guide,” & Don Clark

Continuum of Leader Behavior

Examples A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include: 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 style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team. 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.

The perfect leader

So far we have briefed about three Leadership Styles , Now can you guess the leadership styles of these leaders..

Transactional leadership
Transactional leadership is characterised by an exchange relationship in which leaders motivate followers by providing them with rewards (or punishment) in return for follower effort (or lack of it). The primary objective is to ensure that subordinate behaviour is consistent with overall organisational goals

Transactional leadership
There are four dimensions of transactional leadership. □ Contingent Rewards: Leaders provide a variety of rewards in exchange for mutually agreed upon goal achievement. □ Active Management by exception: Leaders take corrective action for any deviation from rules and standards. □ Passive Management by exception: Leaders intervene only in circumstances where standards are not met. □ Laissez-faire: Sometimes abdicates responsibilities and avoids making decisions.

Transformational leadership
Wolf et al. (1994) define transformational leadership as “an interactive relationship, based on trust, that positively impacts both the leader and the follower. The purposes of the leader and follower become focused, creating unity, wholeness and collective purpose’’ The manager who is committed, has a vision, and is able to empower others with this vision.

Transformational leadership
transformational leader as someone who: 1. Excels at complex, difficult change. 2. Demonstrates unwavering resolve to produce great long term results. 3. Takes responsibility for poor results and admits mistakes 4. Supports people, especially when things don’t go to plan 5. Takes the time to understand a person’s individual needs and aspirations 6. Has a genuine interest in helping people to develop themselves 7. Demonstrates humility On the whole, transformational

Skills Associated with Transformational Leadership
1. Let go of things others can do. 􀂃 Let go of tasks and responsibilities that will help others develop. 􀂃 Let go of authority to make decisions about the work. 􀂃 Know what others in the group can do and want to do. 􀂃 Build people's skills to take over by involving them in the work.

2. Encourage initiative, ideas, and risk taking. 􀂃 Actively seek ideas and suggestions from the work group. 􀂃 Allow people to run with an idea, even if it might involve some risk. 􀂃 Reward and recognize ideas and initiative through compliments, formal recognition, and, whenever possible, tangible rewards. 􀂃 Be careful not to put down or discount ideas.

3. Ensure that people have goals and know how they're doing. 􀂃 Encourage the work group to take a lead role in setting goals and assessing their own performance. 􀂃 Ensure that goals are clear and understandable. 􀂃 Let people know how they're doing in meet goals and provide the guidance and support they need to meet them.

4. Delegate to challenge, develop, and empower. 􀂃 Delegate to challenge and develop people. 􀂃 Delegate authority to make decisions about the work. 􀂃 Provide a clear understanding of the responsibility, amount of authority, expectations, and constraints. 􀂃 Support the delegation within and outside the work group. 􀂃 Set up controls so that group members can be apprised of progress, but that aren't seen as restrictive.

5. Coach to ensure success. 􀂃 Coach before the person begins the task or assumes the responsibility and along the way as needed. 􀂃 Make coaching a regular part of everyone’s job. 􀂃 Use coaching sessions to guide and instruct while maintaining or enhancing the self-esteem of the person being coached.

6. Reinforce good work and good attempts. 􀂃 Use verbal praise frequently. 􀂃 Know the kind of reinforcement that works best for each person. 􀂃 Provide tangible reinforcement whenever possible (for example, recognition letters, awards, or gifts). 􀂃 Remember to reinforce what someone does well even when his or her work has a few flaws.

7. Share information, knowledge, and skills. 􀂃 Meet with the group regularly to share and update information. 􀂃 Make sure people have the information they need to succeed in a task or responsibility or know where and how to get it. 􀂃 Share their insights, knowledge, expertise, and skills.

8. Value, trust, and respect each individual. 􀂃 Show that you trust and respect people by encouraging them to take control of their jobs with the authority to take action. 􀂃 Take every opportunity to compliment people for good work, creative ideas, and contributions to the group. 􀂃 Listen to people and empathize with their problems and concerns. 􀂃 Never to put people down or minimize their contributions.

9. Provide support without taking over. 􀂃 Understand that support is essential and know when it's needed. 􀂃 Know techniques for supporting others, such as coaching, reinforcing, preparing for resistance, and gaining others' commitment. 􀂃 Resist the temptation to take over when things go wrong. قاوم الإغراء لتولي المسؤولية عندما تسوء الأمور.

10. Practice what you preach. ممارسة ما تبشر 􀂃 Let go, but also support people through the rough spots of a new assignment instead of punishing them for mistakes or taking over. 􀂃 Ask for ideas, but also empower people to implement their ideas-- especially those that involve some risk. 􀂃 Tell people they're important and show them through actions. Kouzes and Posner (1988) suggest the following five leadership practices in transformational leadership behavior include :

This five key practice namely
challenging the process: leaders being committed to search out challenging opportunities to change, grow ,innovate and improve ,they are willing to take risks, experiment and learn from mistakes Inspiring a shared vision: enlisting followers in a shared vision for an uplifting and ennobling future by appealing to their values, interests, hopes and dreams Enabling others to act : fostering collaboration by promoting cooperative goals and build mutual trust Modeling the way: role modeling , which is consistent with shared values and achieves small wins for promoting progress and commitment Encourage the heart : providing individual recognition for success and regularly celebrating accomplishment.

Transactional vs. Transformational
transformational leaders are viewed more positively and are more successful in their careers. They have also better relationships with their own managers and make more of a contribution to the organization than do those who are only transactional. Managers rated high in transformational leadership behaviours are associated with higher perceived levels of purpose, adaptability, involvement and consistency compared to their transactional counterparts.

Comparing Transactional and Transformational Leaders
Transactional Leader Transformational Leader Focuses on management tasks Is a caretaker Uses trade-offs المفاضلاتto meet goals Does not identify shared values Examines causes Uses contingency reward Looks at effects Empowers others Has long-term vision Inspires others with vision Is committed Identifies common values

Transformational Leadership Goes Beyond Transactional Leadership…

As it's name implies transformational leadership transforms individual attitudes and behaviors, motivates followers to do more than expected. it goes beyond transaction leadership which focuses on the exchange that occurs between leaders and followers.

Transactional Leadership Motivating for performance at expected levels
Initiating structure to clarify roles and tasks Stressing the link between reward and goal achievement. Uses agreed upon performance to motivate Transformational Leadership Motivating for performance beyond expectations Inspiring for missions beyond self interest. Instilling confidence to achieve performance Performance beyond expectations

Comparing Transactional and Transformational Leaders
Transactional Leader, Transformational Leader Focuses on management tasks Identifies common values Is a caretaker Is committed Uses trade-offs to meet goals Inspires others with vision Does not identify shared values Has long-term vision Examines causes Looks at effects Uses contingency reward Empowers others

Characteristics of an Integrated Leader–Manager
Nurses must strive for the integration of leadership characteristics throughout every phase of the management process. Six distinguishing traits of integrated leader–managers include the following: 1. They think longer term. They are visionary and futuristic. They consider the effect that decisions will have years from now as well as immediately. 2. They look outward, toward the larger organization. They do not become narrowly focused. They understand how their unit or department fits into the bigger picture. 3. They influence others beyond their own group. Effective leader–managers rise above an organization’s bureaucratic boundaries.

Characteristics of an Integrated Leader–Manager
4. They emphasize vision, values, and motivation. They understand intuitively the unconscious and often non-rational aspects of interactions with others. They are very sensitive to others and to differences in each situation. 5. They are politically astute. They can cope with conflicting requirements and expectations from their many constituencies. 6. They think in terms of change and renewal. The traditional manager accepts the structure and processes of the organization, but the leader–manager examines the ever changing reality of the world and seeks to revise the organization to keep pace.

Factors affecting style
Leadership style may be dependent on various factors: 1. Risk - decision making and change initiatives based on degree of risk involved 2. Organisational culture – may be long embedded and difficult to change 3. Nature of the task – needing cooperation? Direction? Structure? 4. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?

Factors affecting style
5. 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. 6. How much time is available. 7. Are relationships based on respect and trust or on disrespect? 8. Who has the information - you, your employees, or both? 9. How well your employees are trained and how well you know the task. 10. Internal conflicts. 11. Stress levels.

Some forces within the leader:
His/her values. Extent of power. Degree of confidence about group members. Degree of comfort in the leadership role. Feeling of security in uncertain situations. Some forces within the group members: Size of the group. Commitment to a common goal. Readiness for responsibility. Degree of maturity. Tolerance for ambiguity. Readiness to share in decision-making. Some forces within the situation or organiztion: Traditions and values of the organization. Size of the organization and its structure. Pressure of time. Degree to which task is structured.

summary

References courses.washington.edu/mlis580a/lectures/11

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Supervised by: Dr.Fatemah M. Baddar

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