Chapter 2
Classical Views of
Leadership and
Management
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Classical Views of Leadership and
Management
❖ The need to develop
nursing leadership skills
has never been greater
than it is today. What
contemporary factors
are driving this need for
nursing leadership
skills?
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Management Process
❖ Planning
❖ Organizing
❖ Staffing
❖ Directing
❖ Controlling
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Leadership Versus Management
❖ Leaders
o Empower others; maximize
workforce effectiveness
o Needed to implement the
planned change that is part
of system improvement
❖ Managers
o Guide, direct, and motivate
others
o Intervene when goals are
threatened
o Emphasize control
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Leadership #1
❖ Leadership is the art of
getting work done
through others willingly.
❖ Leaders are in the front,
moving forward, taking
risks, and challenging
the status quo.
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Leadership #2
❖ A job title alone does
not make a
person a leader.
Only a person’s
behavior determines if
he or she occupies a
leadership position.
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Leaders
❖ Often do not have delegated authority but obtain
their power through other means
❖ Have a wider variety of roles than managers and
may have different personal goals
❖ Are frequently not part of the formal organization
❖ Focus on group process, information gathering,
feedback, and empowering others
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Managers #1
❖ Are always assigned a
position within an
organization
❖ Have a legitimate
source of power due to
the delegated authority
that accompanies their
position
❖ Are expected to carry
out specific functions
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Managers #2
❖ Emphasize control, decision
making, decision analysis, and
results
❖ Manipulate people, the
environment, money, time, and
other resources to achieve
organizational goals
❖ Have a greater formal
responsibility and accountability
for rationality and control than
leaders
❖ Direct willing and unwilling
subordinates
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Good Leaders and Managers
❖ Good Leaders
❖ Good Managers
o Envision the future
o Coordinate resources
o Communicate their
visions
o Optimize resource use
o Motivate followers
o Meet organizational
goals and objectives
o Lead the way
o Follow rules
o Influence others to
accomplish goals
o Plan, organize,
control, and direct
o Inspire confidence
o Use reward and
punishment effectively
to achieve
organizational goals
o Take risks
o Empower followers
o Master change
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The Management Process
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Planning
❖ Encompasses determining philosophy, goals,
objectives, policies, procedures, and rules;
carrying out long- and short-range
projections; determining a fiscal course of
action; and managing planned change
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Organizing
❖ Includes establishing the
structure to carry out plans,
determining the most
appropriate type of patient
care delivery, and grouping
activities to meet unit goals
❖ Other functions involve
working within the structure
of the organization and
understanding and using
power and authority
appropriately.
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Staffing
❖ Consists of recruiting, interviewing, hiring, and
orienting staff. Scheduling, staff development,
employee socialization, and team building are
also often included as staffing functions.
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Directing
❖ Usually entails human resource management
responsibilities, such as motivating, managing
conflict, delegating, communicating, and
facilitating collaboration
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Controlling
❖ Includes performance appraisals, fiscal
accountability, quality control, legal and ethical
control, and professional and collegial control
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Management Theory Development
❖ Taylor—scientific management
❖ Weber—bureaucratic functions
❖ Fayol—management
organizations
❖ Gulick—activities of management
❖ Follett—participative
management
❖ Mayo—Hawthorne effect
❖ McGregor—theory X and theory Y
❖ Argyris—employee participation
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Scientific Management
❖ 1900–1930
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Scientific Management—Frederick Taylor
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Bureaucracy—Max Weber
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The Human Relations Era #1
❖ 1930–1970
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The Human Relations Era #2
❖ Participatory
management
❖ Humanistic
management
❖ Emphasizes people
rather than machines
❖ Produced the
“Hawthorne effect”
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Theory X and Theory Y—Douglas McGregor
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The Hawthorne Studies—Elton Mayo
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Emerging Theories
❖ 1970—present
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The Evolution of Leadership Theory
❖ Great Man theory/trait theories
❖ Behavioral theories
o Authoritarian leader
o Democratic leader
o Laissez-faire leader
❖ Situational and contingency leadership
theories
❖ Interactional leadership theories
❖ Transactional and transformational
leadership
❖ Full-range leadership theories
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Great Man Trait Theories
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Are Leaders Born or Are They Made? #1
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Are Leaders Born or Are They Made? #2
❖ Leadership skills can be learned, although some
individuals have certain characteristics or
personality traits that may make it easier for them
to assume leadership roles!
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Contingency Leadership Styles #1
❖ Autocratic or
authoritarian
❖ Democratic or
participative
❖ Laissez-faire,
permissive, or free rein
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Contingency Leadership Styles #2
❖ Contingency leadership suggests that no one
leadership style is ideal for every situation.
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Transactional Leader
❖ Focuses on
management tasks
❖ Is directive and results
oriented
❖ Uses trade-offs to
meet goals
❖ Does not identify
shared values
❖ Examines causes
❖ Uses contingency
reward
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Transformational Leader
❖ Identifies common
values
❖ Is a caretaker
❖ Inspires others with
vision
❖ Has long-term vision
❖ Looks at effects
❖ Empowers others
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Kouzes and Posner’s Five Practices for
Exemplary Leadership
❖ Modeling the way
❖ Inspiring a shared
vision
❖ Challenging the
process
❖ Enabling others to act
❖ Encouraging the heart
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