Leadership style in nursing

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• LEADERSHIP STYLe
• P.Meena,M.Sc(N)

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LEADERSHIP

• Leadership may be defined as the process of
  influencing the activities of a group or
  individual toward the achievement of goal in a
  given situation.
• A leader tries to influence the followers or
  group of people so that the purpose and objective
  of organization can be fulfilled .

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CHARACTERISTICS OF A GOOD LEADER

• He or she is permissive with little or no
  control.
• Motivate by support when requested by the group
  or individual .
• Little or no direction is provided .
• Communication is between members of group and
  upward and downward

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FUNCTIONS OF LEADER

• Serving as a link between the group and top
  management .
• Counselling and guidance to the member of group.
• Ensuring timeliness in performance or time
  management is an other function of leadership.

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• Gaining maximum contribution from group members
  towards goal fulfillment through the
  participation, decision making provision of
  adequate resources and effective communication .

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LEADERSHIP STYLE

• It is a leaders style of providing direction
  implementing plans and motivating people
• OR
• It is defined as different combinations of task
  and relationship behaviour used to influence
  other to accomplish goals .

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TYPES OF LEADERSHIP STYLE

1. AUTOCRATIC / DIRECTIVE .
2. ABDICATRIC / LAISSEZ FAIRA.
3. DEMOCRATIC / CREATIVE.
4. PARTICIPATIVE STYLE .

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1) AUTOCRATIC STYLE

• In this style leader takes all decisions and
  assigns all responsibilities to himself . He is
  self assured and dominating .
• The subordinates are made aware of what to do
  , but not why .

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• The leader set his / her goal and expects them to
  accept along with his / her method of achieving
  them. This method is used in emergency when the
  leader has to take immediate action .

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• In this leader is characterised by following
  behaviour
• -gt Strong control is maintained over the
  group.
• -gt Communication flows downward .
• -gt Decision making does not involve others
  .

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2) DEMOCRATIC STYLE

• This type of leadership believes in working with
  cooperation with workers.
• It is people centered approach and allows greater
  individual participation in decision making.

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• Leader exhibits following behaviours
• -gtLess control is maintained.
• -gtcommunication flow up to down.
• -gtDecision making involves other.
• -gtEmphasis in we rather than I and we
• .

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PARTICIPATIVE STYLE

• It is compromised between autocratic and
  democratic style.In this style,the manager
  presents her/his analysis of problem and
  proposals for action to employees inviting their
  criticism and comments.

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ADVANTAGES
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• It is a successful style of leadership because it
  is based on positive assumption about human
  being.
• It encourages cooperative spirit and development
  of subordinate for better performance of their
  work.
• Participative in decision making will lead to
  better leader sub-ordinate relationship and also
  satisfection.

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LAISSEZ FAIRE
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• This style is also reffrred as freedom style.This
  type of leader denies responsibility and abdicate
  authority to the group that is the leader have
  all decision making and responsibilities to the
  grow.

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• Everything is lift on workers about the
  determination of objectives,achievement of
  activities and for running the administration
  voluntary.

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BASIC LEADERSHIP STYLES

• DirectingDirecting the people with control over
  him in a structurally way.
• Coachingdirecting and supporting the people in
  achieving the goals.

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• SupportingIn this type the leader should praise,
  listen,facilitate the follower.
• DelegatingIt means giving some of the authority
  to high competent people for day to day
  decisions.In other words,turn over
  responsibility.

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Changing Ones Leadership Style

• 1) Attending management seminars.
• 2) By working with an understanding
  or assistant to an effective leader and
  learning his behaviour.
• 3) By attending several training programme.
• 4) Direct counselling by psychologist.

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LEADERSHIP SKILLS

• 1) Skills of personal behaviour.
• 2) Skills of communication.
• 3) Skills of organise.
• 4) Skills of self awareness.

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1) SKILLS OF PERSONAL BEHAVIOUR

• Sensitive to feeling of group.
• Identifies self with the need of the group.
• Does not criticize other suggestions.
• Help others feel important and needed.
• Does not argue.

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2)SKILLS OF COMMUNICATION

• Listen attentively.
• Makes sure every one understands what is needed
  and reason why.
• Recognise that everyones contribution is
  important.

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3) SKILLS TO ORGANISE

• The effective leader helps the group to
• -gtDevelop long and short time objectives.
• -gtBreakup big problems into small one and
  then solve.

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• -gtShare responsibilities and opportunities.
• -gtBe attentive and do detail.

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4) SKILLS OF SELF AWARENESS

• Is aware of group members,their qualities
  limitation.
• Help the group to be aware of their attitude and
  values.

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Theories of Leadership

1. TRAIT THEORIES
2. LEADERSHIP STYLE THEORIES
3. TRAIT- SITUATION MATCH THEORIES
4. LEADERSHIP STYLE- SITUATION MATCH THEORIES

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THEORIES OF LEADERSHIP

• Trait Theories individual characteristics
  separate effective leaders from everyone else.
• Leadership style theories it forms the most
  significant basis for effective leadership.

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• Trait-situation match theoriesWhen the leaders
  characteristics match the situational needthe
  leader is more effective.
• Leadership style-situation match theories When
  the leaders leadership style matches the
  situational needs,the leader is more effective.

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TRAIT THEORIES

• Theories about leadership were based on the
  belief that a person was born with leadership
  characteristics.
• The belief that leadership qualities were passed
  on in the genes became the basis for royal
  succession.

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• There were no.of traits for a leader have been
  suggested including greater intelligence than the
  group,initiative creativity ,emotional
  maturity,energy, drive, good health, self
  confidence, communication skills,perception
  helpfulness, trustworthiness loyality

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• Early theories in this maintained that traits are
  inherited but later theories suggested that
  traits could be obtained through learning and
  experience.
• Researcher arrived at different conclusion , but
  identified some common leadership traits

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• -gt Leaders need to be more intelligent than the
  group they lead.
• -gt Leaders must possess initiative the ability
  to perceive and start courses of action not
  considered by others.

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• -gtHaving originality the ability to think of
  new solutions to problems and ideas of new ways
  to be productive is helpful.
• -gt Emotional imaturity with intigration-a sense
  of purpose and direction dependability and
  objectivity is another important trait.

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• -gt Communication skills are important the
  leader needs to understand others, speak and
  write clearly.
• -gt Leaders participate in social activities
  they can socialize with all kinds of people and
  adopt to various groups.

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LEADERSHIP STYLE THEORIES

• Leadership behaviour influence group climate and
  outcomes.
• Patterns or styles they used were labeled ,
  authoritarian, democratic and laissez-faire.
• Descrimination between authoritarian and
  democratic leadership was based on four factors

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• 1) Sharing of decision making (democratic).
• 2) Concern for followers (democratic).
• 3)Maintenance of social distance (authoritarian).

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• 4) Use punishment or coercion (authoritarian).
• Studies focus on two bipolar factors that affect
  leadership style.These factors were originally
  given the label initiating structure(task
  oriented) and consideration (relationship
  oriented).

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• Nurse administrator are classified into five
  basic categories (Black and Moulton)
• 1) I am the staff members friends who will do
  anything so that they will like me.(Showing
  minimum concern for hospital services and maximum
  concern for the staff).

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• 2) I consult with staff member to work on mutual
  goals and mutual problems solving and they
  understand their roles and responsibilities(Showin
  g both high concern for delivery of services and
  high concern for staff).

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• 3) I am a middle of the roader nurse and avoid
  controversies or taking sides , the hospitals
  rules and regulations provide guidelines for my
  supervision (showing moderate concern for both
  the delivery of services and the staff comitted
  only to rules and regulations)

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• 4) I have little concern for staff service the
  hospitals provides me with a job which is all I
  ask (showing that concern for both services and
  staff are at a low level).
• I expect staff members to do what I think they
  ought to do (Showing high concern for hospital
  services coupled with little or no concern for
  staff).

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• Reddin (1970) describes four basic styles of
  leaders based on the degree of emphasis on
  orientation toward tasks or orientation toward
  relationship
• Separated Representing low relationship
  orientation low task orientation.

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• 2)Dedicated Representing high task orientation
  and low relationship orientation.
• 3) Related Representing high relationship
  orientation low task orientation.
• 4) Integrated Representing high relationship
  orientation and high task orientation

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GREAT MAN THEORY

• This theory argues that a few people born with
  the necessary characteristics to be great
  leader,leaders are well rounded and
  simultaneously display both instrumental and
  supportive leadership behaviour.

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• Instrumental activities include planning ,
  organizing and controlling the activities of
  subordinates to accomplish the organizations
  goals. Supportive leadership is socially oriented
  and allows for participation and consultation
  from subordinates for decision that affect them

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• People who use both instrumental and supportive
  leadership behaviour are considered great man
  and supposedly are effective leaders in any
  situation.
• Many finds this theory unattractive because of
  its premise that leaders are born and not made,
  which suggests that leadership cannot be
  available.

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CHARISMATIC THEORY

• People may be leader because they are
  charismatic but relatively little is known about
  this intangible characteristic.
• The charismatic leader inspires others by
  obtaining emotional commitement from followers

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• and by arousing strong feelings from followers
  and by arousing strong feeling of loyality .
• Under charismatic leadership , one may overcome
  obstacles not thought possible . However ,
  because charisma is so elusive , some may sense
  it while others do not

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SITUATIONAL THEORY

• Situational theories become popular during the
  1950s these theories suggest that the traits
  required of a leader differ according to varying
  situation.

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• Among the variables that determine the
  effectiveness of leadership style are factors
  such as the personality of the leader , the
  performance requirement of both the leader and
  followers , the attitudes , degree of
  interpersonal contact possible , time pressures ,
  physical environment , organizational structure
  etc.

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SITUATIONAL LEADERSHIP THEORY

• Situational leadership theory encourages managers
  to combine leader task behaviour ,

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• follower maturity levels into 4 options of
  leadership style (TEASLEY 1987)
• 1) High task-low relationship.
• 2) High task-high relationship.
• 3) Low task-high relationship.
• 4)Low task-low relationship.

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• 1) High task-low relationshipLeadership style
  may be used when the followers have low maturity
  level.
• 2) High task-high relationshipLeadership style
  may be used when the staff now more familiar with
  the system is revealing problems with the system .

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• 3) Low task- low relation Leadership style are
  used when a follower has a high job maturity
  level that is proficient , interested and
  motivated.

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• In this situation the leader may delegate certain
  activities and be available as a consultant.
• 4) Low task-high relationshipStyle would be
  necessary in situation that create frustation and
  call for participation and communication.

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LEADERSHIP STYLE IN NURSING

• 1) Charismatic leadership
• 2) Authoritarian leadership
• 3) Democratic leadership
• 4) Situational leadership
• 5) Transactional leadership
• 6) Laissez faire

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1) Charismatic leadership

• This is characterised by an emotional
  relationship between the leader and group members
  in which leader inspires other by obtaining an
  emotional commitement from followers and by
  arousing strong feeling of loyality.

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2) Authoritarian leadership

• In this leader makes all the decision for the
  group.
• The leader determines all the policies , giving
  orders and directions to the group members.

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3) Democratic leadership

• The leader acts as a facilitator and guiding the
  people towards achieving the group goals.
• This is based on following principles

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• -gt Every group member should participate in the
  decision making.
• -gt Each individual is responsible for
  himself/herself and for the welfare of group.
• -gt There should be concern and consideration
  for each group member as a unique individual.

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4) Situational leadership

• In this level of direction and support varying
  according to the level of maturity of the group.
• The leader assumes one of four styles
• directive
• 2) Coaching
• 3) Supporting
• 4) delegating

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5) Transactional leadership

• This represents the traditional manager focused
  on the day-to-day achieving organizational goals.
• The transactional leader understand and meet the
  need of the group

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6) Laissez faire

• Group members may act independently of each other
  and suffer from a lack of co-operation.
• This is described as inactive , passive and
  offering few commands , questions.

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