NCM 103 - 2

• Leadership (Chapin's, 1924)


  A point of polarization for group cooperation
• Nursing leaderhip


  • Have the initiative, ability and confidence to innovate change, motivate and mentor others
  • The process of persuasion
• Differences between leaders and managers

  • Leaders may or may not be appointed to the position, take risks and explore new ideas
  • Managers are appointed officially to the position, are orderly, controlled and have a rational structure
• Stephen Covey


  Enables people to work more effectively together in a state of interdependence
• Any person in an organization can be a leader
• Types of leadership

  • Formal or appointed (chosen by the administration and given official authority to act)
  • Informal (does not have official sanction, chosen by the group itself)
• Authoritarian leadership


  The leader makes the decisions and expects subordinates to follow, productivity is usually high but creativity, self-motivation, and autonomy are reduced, criticism is punitive
• Employee-centered leader


  Focused on the human needs of the employee, job-centered is concerned with schedules and tasks
• Theory Y (Douglas McGregor)


  Employees enjoy their work, can show self-control and discipline
• Theory Z (William Ochi 1981)


  Focus on collective decision-making, long-term employment
• Rensis Likert's leadership styles


  • Exploitative Authoritative (leader has low concern for people and uses threats and fear-based methods)
  • Benevolent Authoritative (leader uses reward to encourage appropriate performance)
  • Consultative democratic (characterized by an upward flow of information and leaders making genuine efforts to listen carefully to ideas)
  • Participative Democratic (leaders make maximum use of participative methods, engaging people lower down the organization in making decisions)
• Kurt Lewin's leadership styles


  • Autocratic (involves centralized decision-making, with the leader making decisions alone and using coercive power to command and control)
  • Democratic
  • Laissez-faire (passive and permissive, the leader defers decision making)
• Charismatic Leadership Theory


  The leader has the ability to inspire and motivate people to do more than they normally do despite obstacles and personal sacrifice, charisma is a fire that ignites followers' energy and commitment, producing results above and beyond the call of duty
• Great Man Theory


  Argues that few people are born with the necessary characteristics to be great
• Leadership Behavior by Fiedler


  • Supportive Leadership (open, friendly and approachable, treats subordinates as equals)
  • Directive Leadership (tells subordinates exactly what they are supposed to do)
  • Participative Leadership (consults with subordinates about the decision, encouraging group discussion and written suggestions)
  • Achievement Leadership (stresses high performance and improvement)
• Morale


  The state of cheerfulness, confidence and discipline
• Maslow's Hierarchy of Needs


  An employee has to meet his basic physiological needs to pursue higher-level needs
• Herzberg's Two-Factor Theory


  • Hygiene maintenance factors (include salary, job security, quality of supervision, safe and good working conditions and relationship with others)
  • Motivator factors (include satisfying and meaningful work, development and advancement opportunities, responsibility and recognition)
• Henry Taylor's Monistic Theory


  Subordinates work productively when given incentives such as merit increases, bonus system, profit sharing, savings sharing, large paychecks
• David McClelland's Model


  Employees are more productive when provided with achievement, power and affiliation
• Victor Vroom's Expectancy Theory


  To be highly motivated, a person needs to find an outcome attractive, believe that certain actions will lead to a desired outcome. "Is it worth it?"