1. LEADERSHIP STYLES

2. 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

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

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

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

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

7. 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

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

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

10. 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

11. 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

12. 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

13. 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

14. 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

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

16. 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

17. 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”

18. 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

19. 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