nursing theories

1. LEADERSHIP
THEORIES
By /MahmoudShaqria
‫شقريه‬ ‫محمد‬‫محمود‬

2. OUT LINES
 Definition of terms ( leadership , theory )
 Leadership theories :
 Traditional theories :
- Great Man Theory
- Trait Theory
- Behavioral Theories
 Advanced theories :
- Contingency Theory
- Transformational theory
- Transactional theory
- servant theory
- Quantum Theory

3. Definition of terms :
 Leadership : is lifting a person’s
performance to higher standard, the
building of a personality beyond his
normal limitations
 Leadership : Interpersonal process
involving influence and role modeling
that inspire people to achieve personal
and group goals

4. Theory:
The branch of a science or art consisting of it
s
explanatory statements, accepted principle
s, and methods of analysis, as opposed to
practice .

5. Leadership theories
Traditional theories
Advanced theories

6. Traditional theories
 Great Man Theory
 Trait Theory
 Behavioral Theory

7. Great Man Theory (1840)
 Leaders are born, not made.
 This approach emphasized that a person is born with
or without the necessary traits of leaderships.
 According to the great man theory of leadership,
Leadership qualities are inherent such as charisma,
confidence, intelligence, and social skills,
 “Great man” theories (Gandhi, Napoleon)

8. Cont….
There are objections directed to this theory:
 theory ignore environmental factors, there are other
factors regarding the circumstances of society, and the
nature of the organization
 This theory believes the futility of leadership skill
development, it is possible with the acquisition of
ordinary individuals some customs and traditions and
values so that they can later thanks to this ongoing
care to become successful leaders.

9. Trait Theory (1930's -
1940's)
 The trait theory is based on the great
man theory, but it is more systematic in
its analysis of leaders. Like the great
man theory, this theory assumes that the
leader’s personal traits are the key to
leadership success.

10. Cont.….
AbilitiesPersonalityIntelligence
 Cooperation
 Interpersonal skills
 Diplomacy
 Prestige
 Social participation
 Adaptability
 Creativity
 Cooperativeness
 Alertness
 Self confidence
 Personal integrity
 Independence
 Knowledge
 Judgment
 Decisiveness
 Oral fluency
A) Bass (1990)

11. CONT…..
Ordway Tead :
Has published a
list of ten traits
he deems
necessary for
leadership
Traits of Leaders :
 Intelligence
 Physical Features
 Inner Motivation
 Maturity
 Vision & Foresight
 Acceptance of Responsibility
 Open-Minded and
adaptability
 Self-confidence
 Human Relations Attitude
 Fairness and Objectivity

12. Cont ……
 There are objections directed to this theory:
1) difficulty availability of all the features
mentioned in the one person.
2) different researchers in identifying leadership
traits.
3) The lack of realism and overlooked attitudinal
nature of leadership

13. Behavioral Theory
 In this theory full focus is on the actual behavior and
actions of leaders instead of their personal qualities.
 This theory emphasis on what the leaders do and how
they behave to become effective leaders.
 According to trait theory leadership is inherited but
according to behavior theory leadership can be
learned.

14. CONT…..
Three Approaches to Behavioral Studies :-
 Studies Based on Leadership Styles
 Studies Based on Leadership Dimensions
 Studies Based on Leadership Grid

15. CONT…..
Studies Based on Leadership Styles :
BY (Lewin , Lippit ad White (1939) )
 Autocratic
 Democratic
 Laissez-Faire

16. CONT…..
Autocratic(autocratic)
 Concerned with task accomplishment rather than
relationship.
 Uses directive behavior
 Make decisions alone
 Lack of group support
 proved useful in crisis situation

17. CONT…..
Democratic style
 Concerned with human relations and team work (
participation in decision making and responsibilities).
 Improve open and two way communication.
 Create spirit of collaboration and exert effort that lead
to staff satisfaction.

18. Lassies faire style
 Tends to have few established policies:
abstains from leading.
 Useful When all group members are highly
motivated and self directed by this style can
result in much creativity & productivity
 Not useful when all group member not
motivated and lead to Very frustration,
apathy, decrease sense of group unity leading
to decreased productivity & satisfaction

19. Studies Based on Leadership Dimensions:
 Ohio State Studies
 University of Michigan Studies

20. Ohio State Studies :
 In 1945 at Ohio State University initiated a
series of studies on leadership.
 Ultimately, these studies narrowed the
description of leader behavior to 2
dimensions:

21.  Initiating structure :
It emphasis on the work to be done, a focus on
the task and production. Leader concerned
with how work is organized and on the
achievement of goals. The leader clearly
defines the leader-subordinate role so that
everyone knows what is expected

22.  Consideration :
The extent to which a leader is likely to have a
job relationships characterized by mutual
trust , respect for subordinates ,ideas , and
regard for their feelings .

24. University of Michigan Studies :
They found that two types of leadership behavior:
 Task-oriented behavior:
Manager play close attentions to subordinate’s work,
explain work procedures, and are interested in
performance.
Includes planning, scheduling, and coordinating activities

25.  Relationship-oriented behavior:
Managers are interested in developing a
cohesive work group and ensuring that
employees are satisfied with their job. Their
primary concern is the welfare of
subordinates. Includes acting friendly and
considerate, showing trust and confidence,
expressing appreciation, and providing
recognition.

26. Studies Based on Leadership Grid :
Managerial Grid
 This theory is propounded by Robert R. black
& Jane S. Mouton.
 Managerial Grid is a graphic model of
alternative combinations of managerial styles
or behaviors on a 2 dimensional space.
1. concern for people
2. concern for production

27.  According to this theory, leaders are most
effective when they achieve a high & balanced
concerned for people and for task.
 These are shown on vertical and horizontal
dimensions of the Grid on a 1 to 9 scale or
degree.

28. Managerial Grid Diagram
Concern for
Production
ConcernforPeople

29. Although there can be 81 possible combinations (9*9),
but for illustrative purposes they have identified 5
combinations of styles. These are as follows:
 Impoverished leadership: 1,1 low concern for
production as well as for people.
 Country club leadership: 1,9 low concern for
production and high concern for people.
 Task leadership : 9,1 high concern for production and
low concern for people.
 Middle of the road leadership: 5,5 moderate concern
for production and people.
 Team Leadership: 9,9 high concern for production
and people.

30. Advanced theories
 Contingency Theory
 Transformational theory
 Transactional theory
 servant theory
 Quantum Theory

31. Contingency Theory
 The personality and behavior theories of
leadership ignore situational factors in
determining the success or effectiveness of
leader.
 Some theories considered under this
theory:
 Fiedler model
 Path goal theory
 Hersey & Blanchard's
 vroom & Yetton’s Leader-Participation
Model

32. Fiedler’s Contingency Model of
Leadership
Fiedler believes that a key factor in leadership success is the
individual’s basic leadership style based on
 Task oriented.
 Human relationship oriented.

33. Cont…..
Situational variables are described by Fiedler in terms of
following three dimensions:
1. Leader Member Relationship: the extent to which the leader
is accepted, respected and trusted by members of his work
group.
2. Task Structure: the extent to which the jobs of members of
the work group are defined and known.
3. Position Power: the extent of formal authority commanded
by the leader and also the rewards and penalties he can
dispense to members.

34. CONT…..
To find out that basic style Fiedler created the Least
Preferred Co-worker (LPC) questionnaire for the
purpose to measure whether a person is task oriented
or relationship oriented.
It asks the respondents to think of all the co-workers
they have ever work and to describe the person they
least enjoyed working with by rating that person on a
scale of 16 set of contrasting questions

35. CONT…..
 If the low LPC score then the person is task
oriented
 If the high LPC score then the person is
relationship oriented
 According to Fiedler, the group performance
can be improved in 2 ways.
 One is leadership training to modify the
personality and values.
 Second is the modification or improvement of
the situation.

36. CONT…..

37. Based on Expectancy Theory of Motivation
Theory assumes people can change their
leadership styles to fit the situation
Emphasizes the relationship between
• the leaders style
• the characteristics of the subordinates
• the work setting

38. Major Components of Path-Goal Theory
Directive leadership
Supportive leadership
Achievement-oriented leadership
Participative leadership

39. Directive Leadership
Leader who gives subordinates task
instruction including:
 What is expected of them
 How task is to be done
 Timeline for task completion
For role ambiguity

40. Supportive Leadership
Refers to being friendly, approachable, and
supportive as a leader and includes:
Attending to well-being & human needs of
subordinates’;
Using supportive behavior to make work
environment pleasant and more tolerant;
Increase self-confidence and lower anxiety.

41. Participative Leadership
Leader who invites subordinates to share in
the decision-making
A participative leader:
Consults with subordinates
Seeks their ideas & opinions
Integrates their input into group/organizational
decisions

42.  Achievement Oriented Leadership
Leader who challenges subordinates to perform
work at the highest level possible
An achievement oriented leader:
Establishes a high standard of excellence for
subordinates;
Seeks continuous improvement;
Demonstrates a high degree of confidence in
subordinates’ ability to establish & achieve challenging
goals.

43. Hersey & Blanchard’s Situational
Leadership (SLT)
 This model is developed by Paul Hersey
& Ken Blanchard. It has been widely
accepted in all the military services.
 This theory focuses on the followers.
Successful leadership is achieved by
selecting the right leadership style, which
is contingent on the level of followers
readiness or maturity.
 Situational leadership uses the same two
leadership dimensions that Fiedler
identified: Task and relationship behavior.

44. CONT…..
 However Hersey & Blanchard go a step further by
considering each as either high or low and then
combining them into 4 specific leader behaviors;
telling, selling, participating, delegating.
 Telling (high-task-low relationship): the leader
defines roles and tells people what, how, when,
and where to do various tasks. It emphasizes
direct behavior.

45. Cont …
 Selling (high-task high relationship): the
leader provides both supportive as well as
directive behavior.
 Participating (low-task-high relationship): the
leader and follower share in decision
making, with the main role of the leader
being facilitating and communicating.
 Delegating (low-task-low relationship): the
leader provides little direction and support

46. CONT…..
 The final component in Hersey &
Blanchard's theory is defining 4 stages of
follower readiness:
1. R1: people are both unable and
unwilling to take responsibility to do
something.
2. R2: people are unable but willing to do
the necessary job tasks.
3. R3: people are able but unwilling to do
what the leader wants.
4. R4: people are both able and willing to
do what is asked of them.

47. CONT…..
HR&LT
LT&L
R
HT&H
R
HT&L
R
Matur
e
Immature

48. vroom & Yetton’s Leader-
Participation Model :
 This model decides the amount of
participation leaders should seek from
employees in decision making. The theory
focuses on 2 key variables that determine the
effectiveness of decisions when measured by
group performance which are quality and
acceptance.
 Decision quality: refers to the degree of
excellence of the course of action that is
chosen.
 Decision delegate: refers to the amount of
subordinate commitment to implementing the
chosen alternative

49. CONT…..
Vroom and Yetton identified 5 leadership styles:
1-telling style: use to assess problem, make decision
independently and inform followers
2-selling style: use to gather information from followers
about problem, make decision independently and
persuade followers to implement it
3-consultative style: use to seek advice from followers
individually, make decision independently and inform
followers
4-joining style: use to join the group, seek suggestion, make
decision independently and inform followers
5-delegation style: use to work with followers in developing
solution to the problem and facilitate consensus-building
toward a group solution, which generally is accepted and
implemented as the group wishes

50. Transactional theory:
 Provides direction for subordinates to
achieve set objectives.
 Motivate followers through( reward
and punishment)
 Leader works in the organizational
culture.
 aimed at maintain equilibrium by
performing work according to policy
and procedures

51. Transformational theory
 emphasizes on importance of
interpersonal relationships . Concerned
with effecting revolutionary change in
organization and human services.
 Special ability to create innovation &
change
 the goal of transformational leader is to
generate employees commitment to the
vision or ideal rather than themselves.
 work to change the organizational culture
by implementing new ideas.

52. Differentiation between transactional and
transformational leadership styles
Transactional leadership
 has no vision of what could be
 concerned with day to day
operations
 does not possess the qualities of
charisma
 does not empower non support his
staff
 use contingent reward and or
management by exception.
 not dealing with trails in
performance , corrective actions
 maximize personal benefits .
 try to fulfill the lower lever need
(physical , economics of safety)
 the performance of both the leader
and staff is ordinary.
Transformational
leadership
 has a vision of what to be
accomplished
 concerned with second order
change.
 Possess the qualities of charisma.
 Empower and support his staff.
 use management by objective and
participative management .
 Encourage support trial and error
in staff performance.
 Optimize systemic benefits.
 Try to fulfill the higher lever need
(self-actualization).
 The performance of both the leader
and staff is extraordinary.

53. Servant theory (Robert Greenleaf, 1977):
 Servant leadership is the process of enabling individuals to
grow healthier, wiser, freer, and more autonomous through
the art of servant-hood, it is based on the premise that
leadership originates from a desire to serve, to be a great
leader you must serve first.
 According to Robert Greenleaf, the focus of leadership should
be on serving rather than leading.
 Based on the theory that leaders lead best by serving their
followers rather than by commanding them, when other
people’s need take priority.
 In servant leadership leaders serving the needs of followers,
and empowering them rather than the organization. Thus;
servant leaders consider their followers’ needs first then
empower them to achieve organizational goals.

54. Cont…
Robert Greenleaf defined the following 10 principles and
characteristics as critical to success for a servant leader:
 Listening
 Empathy
 Building community
 Healing
 Awareness
 Commitment to the growth of people
 Foresight
 Persuasion
 Stewardship
 Conceptualization

55.  This theory builds upon transformational
leadership and suggest that leaders must work
together with subordinates to identify common
goals, exploit opportunities and empower staff to
make decisions for organizational productivity to
occur.
 It matters little what you did, it only matters what
outcome you produced (organizational
productivity).

56.  Within this framework employees become
directly involved in decision making as equitable
& accountable partners & managers assume
more of an influential facilitative role rather than
one of control
 The leader’s role is to encourage employees to
‘close the door on receding practices & challenge
them to simply turn around & squarely confront
the opportunities & challenges of emerging
practice.