LEADERSHIP STYLES

Definitions Leadership - a social relationship in which one individual is more able to influence others than to be influenced by them. Style - is defined as a distinctive or characteristic manner of performance

Effective nurse managers: study their structural environment know the task to be accomplished know the skill level of the personnel they are leading

Leadership Activities: ROLES: Directing: most difficult role casts the leader in an authoritarian role subordinates react with resistance

Roles: Supervising or overseeing action: easiest of the three activities provokes concern and curiosity of other’s jobs

Roles: Coordinating: Most critical leadership role efforts must be unified and focused on goals duplication and misdirection result

AUTHORITARIAN STYLE task oriented leader firm and insistent retains responsibility for all decisions dominating toward workers has little trust of workers workers are punished if goals aren’t met manipulates by praise, blame & reward

Authoritarian leaders: excel in a crisis situation get tough jobs done bring about order out of chaos

Authoritarians’ encourage: dependency of workers increased fear of criticism increased fear of disfavor fear of financial loss

PERMISSIVE-LAISSEZ FAIRE STYLE Means “let alone” leadership style opposite of authoritarian style leadership is absent lack of central direction and control leader avoids responsibility leader wants everyone to feel good

Permissive-Laissez faire impacts workers: leaves them without directions, supervision, or coordination forces them to plan, execute and evaluate their work in any way they seem fit can be effective in highly motivated professional research institutions

DEMOCRATIC/Participative Style leader is “people oriented” leader values the individual worker motivates workers to develop own goals gives workers a feeling of self-worth leader considers input from all workers

Leader Characteristics Self confidence/personal identity enthusiasm follows through on all tasks strong sense of vision and future needs willing to accept responsibility for decisions visible to workers -- not hidden in office

Characteristics cont. good delegation skills venturesome and original intelligent and imaginative persistent and doesn’t wilt with failure unafraid of bigness of project take calculated risks comfortable with success

CHARISMA Energy exchange Physical appearance Independence Verbal ability Acceptance of admiration Look of serenity

Who are the REAL leaders? Informal leaders -- don’t have official sanction; are usually chosen by the group formal leaders -- chosen by administration and given official authority to act

Defensive work climates: always evaluating worker’s behavior trying to control workers trying to manipulate workers indifferent to worker’s welfare leader with a “superiority attitude” leaders that always “know it all”

Supportive Work Climates: worker’s behavior is described, not labeled cooperating in solving a problem acting spontaneously in appropriate manner concerned with worker’s welfare leader considers everyone equal leader is open to other’s ideas

Leaders vs Managers active toward goals risk taker interested in what things get done concerned with ideas tend to feel separate from environment passive attitude toward work goals reacts to goals maintains order within work group relates to worker by their role in setting interested in how to get thing done