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,
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 property,
leadership is the set
of characteristics
attributed to those
who are perceived to
use such influence
successfully.
As a process,
leadership is the use
of non coercive
influence to direct
and coordinate the
activities of group
members to meet a
goal.
DIFFERENCES BETWEEN
LEADERSHIP AND MANAGEMENT
leadership
management
Based on influence.
 An informal designation.
 Based on authority
 Formally designated
An achieved position.
 Independent of
management .
 An assigned position.
 Dependent and

position

improved by use of
effective leadership
skills
DIFFERENCES BETWEEN
LEADERSHIP AND MANAGEMENT
leadership
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.

management
 Nurse's
role in the
assigned
managerial
positions.
 Focusing on service,
based
on
position
power.
 Acting as a boss.
 Aimed to maintain
stability
Leaders
Vision
Direction
Goals
Objectives
Effectiveness
Purpose
Innovate
Focus on
people
Inspire trust
Managers
Efficiency
Day to day
&
Short run
Administer
Focus on
systems &
structure Manager’s Job
Rely on
control
Establish
organizational
mission
Formulate
Strategy for
implementing
mission
Implement
organizational
strategy
Leader’s
Job




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
Types 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
• Autocratic:
– 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
Autocratic leadership
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.
Autocratic leadership
• 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, selfmotivation, 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 lowskilled, 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.
Autocratic leadership
Advantages
Disadvantages
 Short-termistic approach to
 Reduced stress due to increased
control

 A more productive group
‘while the leader is watching’

 Improved logistics of operations

 Faster decision making

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
• Democratic:
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 leadership
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
• Lengthy and ‘boring’ decision
making
Successful initiatives
• Like the other styles, the
Creative thinking
democratic style is not always
Reduction of friction and
appropriate. It is most
office politics
successful when used with
Reduced employee turnover highly skilled or experienced
employees or when
implementing operational
changes or resolving individual
or group problems.
 Positive work environment




Disadvantages
Democratic leadership
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
• Laissez-Faire:
– ‘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
Laissez-Faire leadership
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.
Laissez-Faire leadership
• 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.
More Successful
Proposal
Team
Authoritarian
Leadership Styles
Authoritarian
Authoritarian
Task oriented
Task oriented
Strong on schedules
Strong on
schedules
Expects
directions
to
 be
Expects
directions to
followed
 Intolerant
of dissent
be followed




 Intolerant of dissent
 ‫متسامح مع المعارضين‬
Country
Country Club
Club
Country Club
Impoverished
Less Successful
Proposal
 Uses rewards almost
 Uses rewards almost
exclusively
exclusively
 Generally incapable
 Generally incapable of
of coercive, punitive,
coercive, punitive, or
or disciplined action
disciplined action
 Fears conflict
 Fears conflict
Team
Team
Taskoriented
oriented
 Task
 Positive
Positiveexamples
examples
 Fosters
environment
forfor
Fosters environment
people
peopleto
toreach
reachtheir
their
highest potential
highest potential
 Works to strengthen
 bonds
Worksamong
to strengthen
team
bonds among team
members
members
Impoverished
 Delegates and
disappears
 Detaches from team
 Lets team work out
power struggles
 Low commitment to
task accomplishment
“Blake & Mouton Managerial Guide,”
& Don Clark
33
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.
Skills Associated with
Transformational Leadership
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.
Skills Associated with
Transformational Leadership
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.
Skills Associated with
Transformational Leadership
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.
Skills Associated with
Transformational Leadership
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.
Skills Associated with
Transformational Leadership
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.
Skills Associated with
Transformational Leadership
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.
Skills Associated with
Transformational Leadership
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.
Skills Associated with
Transformational Leadership
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 اإلغراء لتولي المسؤولية عندما تسوء األمور‬
Skills Associated with
Transformational Leadership
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 :
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
• Focuses on management
tasks
•Is a caretaker
•Uses trade-offs ‫المفاضالت‬to
meet goals
•Does not identify shared
values
•Examines causes
•Uses contingency reward
Transformational Leader
•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 nonrational 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
• http://www.oppapers.com/essays/Transformation-VsTransactional-Leadership/184540
• courses.washington.edu/mlis580a/lectures/11
• http://www.nwlink.com/~donclark/leader/leadcon.html
• http://www.leadership-expert.co.uk/leadership-styles/
• http://www.essortment.com/all/leadershipstyle_rrnq.htm
• http://www.ehow.com/facts_5003230_definition-autocraticleadership-style.html
• http://www.money-zine.com/Career-Development/LeadershipSkill/Autocratic-Leadership
Thank you