Unit 8 Directing Leadership Directing Fourth managerial function

Unit 8 Directing & Leadership

�Directing: * Fourth managerial function * direct personnel and activities to accomplish the organizational goals using good communication and leadership skills. �Leadership: “interpersonal process of influencing the activities of an individual or a group toward goal attainment in a given situation” -Primary purpose for studying leadership is to learn how to work with people, individually, groups, teams, organization. . . etc. 2

- Some people use the term leadership as alternative for management, but the two terms don’t have the same meaning �Major problems conflicts and challenges facing professionals in their work are people problems - Leader need to have skills, knowledge, energy and action 3

�Leader: group member influences and directs other members toward individual or group achievement. �Management: coordination of resources through planning, organizing, directing, and controlling to accomplish specific institutional goals and objectives. �Manager: concerned with scheduling and coordinating resources and tasks. 4

�Differences between leaders and managers: 5

Leaders Mangers * Using power and authority to influence thoughts & actions of other people * have official authority and responsibility, but may or may not have the power to establish goals Leadership: consists of directing, pointing, supervising and coordinating the efforts of individuals. Management: consists of planning, Leader use the processes of life to facilitate the movement of parsons toward goal attainment. Manager: implement policy, plans, and directives by motivating themselves and others to obtain money, materials to meet both agency and workers need. A leader has some charisma that makes others want to follow. Managers are official with a job description designated responsibility, and a chain of command. Leaders create excitement at work. organizing, directing and controlling available financial material and human resources They create and maintain an efficient environment. 6

Supervision - directly concerned with leader/subordinate interaction. - It is possible for either a manager or supervisor to also be a leader. - some managers are not good leaders and not all leaders are managers at all. supervisors may be with no management skills. - Management refers to certain task-oriented activities in a job. - Supervision refers to certain peopleoriented activities in a job. - Leadership is formal when practiced by the designated nurse in the unit. - 7

Leadership styles �Sets of behaviors: “leader uses interpersonal behaviors to influence the accomplishment of goals” �Range form very authoritarian to very permissive & change according to the situation �An effective style is one that best complements the organizational environment, the tasks to be accomplished, and the personal characteristics. of the people involved. 8

Leadership styles. . Cont. . ** 1) Authoritarian Style ( Directive, autocratic) - Makes decisions alone : lack of group support - Concerned with the task more than employees - May listen to suggestions, but not necessarily be influenced by them - Doesn't encourage cooperation among staff members - Use coercive power. 9

Firm Personality, self-assured, dominating, keep the center for attention, self-centered - View workers as naturally lazy, lacking ambition, disliking responsibility, and preferring to be led. - lack confidence in workers and vice versa. * Autocratic leadership is suitable in crises: - As during a cardiac arrest. - Leader is the only one who has the essential information, or skills more than - 10

Leadership styles. . Cont. . * 2) Democratic ( Participative ): � It enhances employee job satisfaction � Helps them learn from their mistakes. � It does not suit all situations. ex. : Pt. with a very recent Myocardial infarction repeatedly found walking in his room ? Focusing on human relations, team work and building effective groups. � Workers feel that they are important contributors. � 11

�Open Communication �Great feeling of satisfaction for group members leading to self worth. �Primary goal of the leader is to direct the group onto the right direction �Makes people behave as adults �Participation increase workers acceptance 12

Leadership styles. . Cont. . ** 3) Laissez- Faire ( Permissive and non directive style). �effectiveness of this style depends on the groups highly motivated �Provides little or no direction �Emphasis is on the group �Criticism is not given �Permissive with little control 13

* In Autocratic leadership - Leader leads more than followers. - Concern in the task. * Democratic leadership: - Concern in both task and followers, * Laissez- faire: - Followers lead more than leader - concern in followers. 14

Theories of Leadership: � 1 - Great man theory: Suggests that few people are born with the necessary characteristics to be great. - effective leaders (great men) use both instrumental and supportive leadership behaviors. - Many find this theory unattractive as it suggests that leadership cannot be developed (born) 15

Theories of Leadership. . Cont. : � 2 - Charismatic Theory: A person may be a leader because she/he is charismatic. - Indicate that leaders have an inspirational quality that helps them in obtaining emotional commitment from followers. - Make others feel better in their presence. 16

Theories of Leadership. . Cont. : 3 - Trait Theory: � Indicate that leaders have certain inborn traits making them leaders. � Later theories suggested that traits could be obtained through learning and experience ** Some common traits are: 1. Intelligent: more than followers. 2. Initiatively: the ability to start action not considered by others. 3. Creativity: ability to think of new solutions or ideas to problems. 17

4. Emotional maturity and integrity: Do what they say Consistent in their actions. Spread enthusiasm to followers overcome obstacles. Have self confidence. 5. Communication skills. 6. Persuasiveness to gain the consent of followers 7. Perceptiveness distinguish their allies form their opponents. 8. Participation in social activities. 18

Theories of Leadership. . Cont. : 4) Situational Theories: �A person may be a leader in one situation and a follower in another. �No specific set of traits and no one leadership style is effective in all situations. 5) Behavioral Theories: two major aspects of leadership behavior. 1. Task: Job — centered behaviors 2. Interpersonal relationship: Employee centered behaviors. 19

Theories of Leadership. . Cont. : 6) Contingency Theories: A- Fiedler Model: leadership style will be effective or ineffective depending on situational factors: 1. Leader member relations, (amount of confidence and loyalty of followers to leader) 2. Task structure: (the extent to which the task is defined and its accomplishment can be measured, Every one knows exactly what to do. - Example: Technical nursing focuses on procedures have a high task structure. 20

3. Position power: (The greater the position power the more favorable the situation). * Example: Directors and supervisors have high position power with the right to hire and fire, but team leaders & staff nurses have low position power 21

*Predictions from fiddler's contingency theory of leadership Combination of situational characteristics: Leadermember relations Good Poor Task Structure High Low Low Position power Strong Weak Preferred Leadershi p Style T T T R R T T= Task-oriented style autocratic R= Relationship-oriented style democratic 22

According to fiddler: - leader is most effective when leadership style and situation match. - If a mismatch occur, leaders should either attempt to change characteristics of situation or change his own leadership style to better fit the situation - This framework helps us to understand about effective leadership and to predict what kinds of leader behaviors will be most effective. 23

Theories of Leadership. . Cont. : 7) The Path-Goal Theory: Applies a theory of motivation and task performance to leadership. The primary function of the leader is to motivate personnel, removes obstacles to achieve organizational goals - leader makes rewards for employees as they achieve the goals. - Leaders who structures activities for subordinates and got higher performance evaluations from superiors. - 24

�Structured activity increase motivation by reducing role ambiguity. ** Individual differences will affect the subordinates perception of leader behavior. �example: experienced subordinates may prefer a task-oriented style, and less experienced may prefer a considerate leader. 8) Life – Cycle Theory: �Predicts the most appropriate style of leadership form the level of maturity of followers. �To determine the most appropriate leadership style you must assess the maturity level of the individual or group 25

Maturity level of followers: �With increased maturity —> less structure and emotional support are needed. �With maturity the followers progress from passive state to —> active state. �The progression is not always smooth. . 26

CONCLUSION �Most of the leadership and management theories can be applied in nursing field. � No one of the organizational theories considered to be ideal, and there is no one best leadership style. ** The most effective leader is the one who can create motivated and productive environment. (the end) 27