LEADERSH

IP
PRESENTED BY:
JYOTI
21RCPHDNU047
Ph.D Nursing Scholar
Desh Bhagat University
CONCEPTS
 Leader is a part of management and
one of the most significant elements of
direction. A leader may or may not be
manager but a manager must a leader.
A manager as a leader must lead his
subordinate s and also inspire them to
achieve organizational goals. Thus
leadership is the driving force which
gets the things done by others.
CONT…
 Leadership represents an abstract quality
in a man. It is a psychological process of
influencing followers or subordinates and
providing guidance to them. Thus the
essence of leadership is follower ship.
 It is the followers who make a person as
leader. An executive has to earn
followers. He may get subordinates
because he is in authority but he may
not get a follower unless he makes the
people to follow him only willing
followers can and will make him a leader.
DEFINITION
LEADER
 A person who demonstrates and exercise
influence and power over others. Leaders have a
vision and influence others by their actions and
comments.
LEADERSHIP
 Leadership is the ability to influence other
people - Lansdale
 Leadership is the ability of a manager to induce
subordinate to work with zeal confidence.-Koontz
and O Donnell
 Leadership as the ability to secure desirable
actions from a group of followers voluntary,
without the use of coercion- Afford and Beaty
IMPORTANCE
a) LEADERS MOTIVATES PEOPLE: A
leader motivates employees for higher
output through motivational techniques.
The leader himself acts as a motivating
factor.
b) LEADER COUNSELS EMPLOYEES: In
an organization people needs
counseling to reduce the emotional
disequilibrium and to remove barriers to
effective performance.
 A leader solves such types of problems
and makes employees happy. Thus, a
CONT…

c) LEADER DEVELOPS TEAM SPIRIT: A

leader creates confidence in his
subordinates and gains their faith and
cooperation. Besides, the leader
provides environment conductive to
work which results in team spirit.

d) LEADERS AIMS AT TIME

MANAGEMENT: Leader is in a position
to utilize time productivity in an
organization. A leader gets things done
by people by the proper time
management.
CONT…
e) LEADER STRIVES FOR
EFFECTIVENESS: A leader brings
effectiveness to an organization by
providing the workers with the
necessary resources in terms of money,
methods, climate, work environment,
etc.
FUNCTIONS OF LEADER
 Executive
 Planner
 Policy maker
 Expert
 External group representative
 Controller of internal relation
 Purveyor of rewards and punishment
TYPES OF LEADERSHIP
a) INTELLECTUAL LEADER: He is one who
possesses rich knowledge and technical
competence.
All his subordinates listen and follow his advice
because of his specialized intellectual authority.
e.g.- financial advisor, legal advisor, etc

b) CREATIVE LEADER: Creative leader uses the

technique of circular response to encourage
ideas to flow from group to him and vice versa.
He draws out the best in his followers and
controls them with zeal to attain the goals.
c) PERSUASIVE LEADER: He gains faith
and confidence from his followers.
He possesses a magnetic personality
which attracts followers which helps to
get work done by them effectively.

d) INSTITUTIONAL LEADER When a

person becomes a leader by virtue of his
position, he is called an institutional
leader. e.g. - the principal of a college,
managing director of a company
e) DEMOCRATIC LEADER: A democratic
leader is one who does not lead but is
lead by his followers.
In other words, he follows the opinion of
the majority of his followers and
delegates most of his power to them.

f) AUTOCRATIC LEADER: He is one who

dominates and drives his group through
coercion and command.
He institutes a sense of fear among his
followers. Such leaders love power and
never delegate their authority.
PRINCIPLES OF
LEADERSHIP
 1. Know yourself and seek self-
improvement - In order to know yourself,
you have to understand your be, know, and
do, attributes.
 Seeking self-improvement means
continually strengthening your attributes.
This can be accomplished through self-
study, formal classes, reflection, and
interacting with others.

 2. Be technically proficient - As a leader,

you must know your job and have a solid
familiarity with your employees' tasks.
 3. Seek responsibility and take
responsibility for your actions -
Search for ways to guide your
organization to new heights. And when
things go wrong, as they often tend to
do sooner or later — do not blame
others.
 Analyze the situation, take corrective
action, and move on to the next
challenge.

 4. Make sound and timely decisions

- Use good problem solving, decision
making, and planning tools.
 5. Set the example - Be a good role
model for your employees. They must not
only hear what they are expected to do,
but also see. We must become the
change we want to see.

 6. Know your people and look out for

their well-being - Know human nature
and the importance of sincerely caring for
your workers.

 7. Keep your workers informed - Know

how to communicate with not only them,
but also seniors and other key people.
 8. Develop a sense of responsibility
in your workers - Help to develop good
character traits that will help them carry
out their professional responsibilities.

 9. Ensure that tasks are

understood, supervised, and
accomplished - Communication is the
key to this responsibility.
THEORIES OF
LEADERSHIP
 1. TRAIT THEORY/GREAT MAN
THEORY:
This theory suggests that leaders have
some inborn traits. They have certain
set of characteristics that are crucial for
inspiring others towards a common goal.
A successful leader is supposed to have
the following traits- good personality,
tirelessness, capacity to read other‘s
mind, ability to make quick decision,
courage, persuasion, intelligence,
reliability, imagination
CONT…
 2. STYLE THEORY: This focuses on
what leaders do in relational and
contextual terms. The achievement of
satisfactory performance measures
requires supervisors to pursue effective
relationships with their subordinates,
while comprehending the factors in the
work environment that influence
outcomes.
CONT…
 3.
TRANSACTIONAL/TRANSFORMATION
AL THEORY: This theory describes the
relationship between leaders and
followers. New concepts such as
empowerment, inspiration motivation
and social learning are present. This
refers to a process whereby the leader
attends to the needs and motives of
followers so that interaction raises to
high levels of motivation and morality.
CONT…
 4. SITUATIONAL THEORY THIS
THEORY believes that leadership
effectiveness depended on the
relationship among the leaders task at
hand, their interpersonal skills and the
favorableness the work situation. This
theory considers the challenge of
situation and encourages an adaptive
leadership style to complement the
issue being faced.
LEADERSHIP STYLES
1. AUTOCRATIC LEADERSHIP: The
leader assumes complete control over
the decisions and activities of the group.

CHARACTERISTIC OF THE LEADER 

 Firm personality, insistent, self-assured,
highly directive, dominating.
 Has high concern for the work than for
the people who performs task
 Shows no regards to the interests of the
employees
 Set rigid standards and method of performance
and expects the sudordinates to obey the rules
and follow the same
 Makes all decision by himself or herself
 Minimal group participation or none from the
workers
ADVANTAGES:
 Efficient in time of crisis, easy to make decision
by one group and less time consuming
 It is useful when there is only leader who is
experienced having new and essential
information, while subordinates are in
experienced and new
 It is useful when the workers are unsure of
taking decision and expect the leader to tell
what to do
CONT…
DISADVANTAGES:
 Does not encourage the individuals
growth and does not recognize the
potentials, imitativeness and creates
less cooperation among members
 Leader lacks supportive power that
results in decision made with
consultation although he may be correct
 Less job satisfaction leads to less
commitment to goals of the organization
CONT…
2. DEMOCRATIC LEADER
 Participative consultative style of leadership

CHARACTERISTIC OF THE LEADER

 Sense of equality among leader and
followers
 Open system of communication prevails
 Interaction between the leader and group is
friendly and trusting
 Leader works through people not by
domination but by suggestions and
persuasions
CONT…
ADVANTAGES
 Encourages all employee in decision
making
 Promotes personnel involvement,
greater commitment to work and
enhance job satisfaction
DISADVANTAGES:
 It takes more time for taking decision by
the group than the leader alone
CONT…
3. LAISSARE-FAIRE LEADERSHIP
 Free- Rein, Anarchic and Ultraliberal style of
leadership. The leader gives up all power to
the group.

CHARACTERISTIC FEATURES
 Encourages independent activity by the group
member
 Group members are tree to set their own goals
determine their own activities and allowed to
do almost what they desire to do
 Style effective in highly motivating
professional growth
CONT…
ADVANTAGES:
 In limited situations creativity may be
encouraged for specific purposes
 To try new method of action

DISADVANTAGES:
 May lead to instability, disorganization,
inefficiency, no unity of action
 Lack of feeling responsible to solve the
problem that may arise. Individual will
lose interest, initiative and desire for
achievement
CONT…
4. BUREAUCRATIC LEADERSHIP
 In this the leader function only with rules
and regulations. Leader cannot be flexible
and does not like to take any risk out of
the rules. E.g defense leader

CHARACTERISTICS OF LEADERSHIP
 It is a personal quality of character and
behavior in man which enables him to
exert internal personal influence.
 It is process of influencing exercised by
leader on members of a group.
 It is concerned with the lying down group
objectives and policies for the followers,
motivating them coordinating their efforts to
accomplish the objectives.
 It pre – supposes the existence of a group
followers.
 Its style may differ from situation to
situation.
 It is the ability to perused others and
motivate them to work for accomplishing
certain objectives.
 It involves an unequal distribution of
authority among leaders and groups.
FOUR FACTORS OF
LEADERSHIP
 Leader: Leader must have an honest
understanding of who is he/she, what
he/she know, and what he/she can do.
 Also, note that it is the followers, not the
leader or someone else who determines
if the leader is successful.
 If they do not trust or lack confidence in
their leader, then they will be
uninspired.
 To be successful leader have to convince
his followers, not himself or his
superiors, that he is worthy of being
CONT…
 Followers: Different people require different
styles of leadership. For example, a new hire
requires more supervision than an
experienced employee does.
 A person who lacks motivation requires a
different approach than one with a high
degree of motivation. You must know your
people!
 The fundamental starting point is having a
good understanding of human nature, such as
needs, emotions, and motivation.
 You must come to know your employees' be,
know, and do attributes.
CONT…
 Communication: Leader can lead
through two-way communication. Much
of it is nonverbal. For instance, when he
“set the example,” that communicates
to people that he would not ask them to
perform anything that he would not be
willing to do.
 What and how he communicate either
builds or harms the relationship
between leader and employees.
CONT…
 Situation: All situations are different.
What leaders do in one situation will not
always work in another? He must use
his judgment to decide the best course
of action and the leadership style
needed for each situation.
 For example, he may need to confront
an employee for inappropriate behavior,
but if the confrontation is too late or too
early, too harsh or too weak, then the
results may prove ineffective.
CONT…
 Also note that the situation normally has
a greater effect on a leader's action
than his or her traits.
 This is because while traits may have an
impressive stability over a period of
time, they have little consistency across
situations.
 This is why a number of leadership
scholars think the Process Theory of
Leadership is a more accurate than the
Trait Theory of Leadership.
CONT…
Various forces will affect these four
factors. Examples of forces are:
• Your relationship with your seniors.
• The skill of your followers.
•The informal leaders within your
organization.
• How your organization is organized.
LEADERSHIP SKILLS
SKILLS OF PERSONAL BEHAVIOUR
 Sensitive to the feeling of the group
 Identifies self with needs of the group
 Does not ridicule or criticize others suggestion
 Does not argue

SKILLS OF COMMUNICATION
 Listen attentively
 Make sure everyone understands
 Establish positive communication with the
group
 Recognizes that everyone‘s contribution are
important
SKILLS OF ORGANIZATION
 Develop short and long term objectives
 Break big problem into small ones
 Share responsibilities and opportunities
 Plan, act, follow-up and evaluate

SKILLS OF SELF EXAMINATION

 Aware of personal motivation
 Aware of group members
 Helps group to aware of their attitudes and
values
S- Self reliant
E- enthusiastic
L- Loyal
F- Factual
DIFFERENCE BETWEEN LEADERSHIP AND
MANAGEMENT

FACTORS LEADERSHIP MANAGEMENT

Source of Power Personal abilities Authority delegated

Focus Vision and purpose Operating results

Approach Transformational Transactional

Process Inspiration Control

Emphasis Collectively Individualism

Futurity Proactive Reactive

Type Formal and Informal Formal

APPLICATION OF
LEADERSHIP IN NURSING
1. Patient care coordination: Even new
graduate nurses have leadership
responsibilities when they begin in
nursing. Nursing leadership begins with
nursing care of the individual patient.
The students are guide to organize
nursing care.
 Establish good and priorities for each
day.
 Establish time
 Establish success and failure
CONT…
2. Employee responsibilities:
 Nurses have specific tasks or duties to
perform. These tasks are determined by
the plan and objective of the health care
agency.
 It is important to read your job
description carefully and to continue to
evaluate how institutional factor s
influences your own practice of nursing.
 Factors that compromise quality care
should be noted and addressed in
construction with experience nurses.
CONT…
3. Guidelines for delegating nursing
care: New graduate nurses use
leadership techniques when they direct
the work of nonprofessional staff and
volunteers and consider delegating
tasks to nonprofessional staff.
4. Mentorship:It is a relationship in
which an experienced individual advise
and assist a less experienced individual.
This is an effective way of easing a new
nurse into leadership responsibilities
CONT…
5. Preceptor ship: An alternative model
is preceptor ship. The preceptor is
selected to introduce an employee to
new responsibilities through teaching
and guidance. The relationship is limited
by the new employee s needs.

6. Continuing education : leadership ,

managerial and administrative skills are
needed
RESEARCH EVIDENCE
Article 1
Taibah S Duwayri Published on 9-04-2019
Background: Various research works emphasise on
the need for leadership of health institutions to
ensure there is a quality working environment for
the physicians, implementing new simulations of
care to the patients and to improve the situation of
health and wellbeing through improving the nursing
conditions. However, these studies fail to show how
the enactment of the various leadership styles
needs to be. Besides, they do not provide an
independent examination on if there are some
leadership styles that they aim to attain
organizational goals, they lead to undesirable
results from the nurses’ perspective.
CONT…
 Objective: In this review, the goal is to
examine the existing relationships
between some styles of leadership and
their effects on staff nurses as well as
their environments.
 Method: The analysis used ten
electronic databases to attain the ten
quantitative studies discussing the
leadership behaviours and their impacts
on the staff nurses. The included studies
were reviewed in a narrative synthesis
style.
CONT…
 Result: In the findings of the report, it indicated
that there are relational and task focussed styles
of leadership in the hospitals. Those focusing on
the people and relationships were the
transformational, transactional, consideration
and supportive techniques, while those
emphasising on the tasks were management by
exemption (active and passive) and instrumental
types. The former group proved to lead to
greater levels of job satisfaction compared to the
latter group among the nursing staff in all the
investigations. The results of the evidence as
detailed in the review indicate the many styles of
leadership and their impacts on the staff nurses
and the workplace.
CONT…
 Conclusion: Nurse managers who focus
directly on the completion of the tasks
fail to attain the optimum outcomes for
the nursing staff. Therefore, there is
much need for healthcare organizations
to encourage employment of nurse
managers who can exercise
transformational and interactive
managerial styles to enhance on nurse
job satisfactions as well as retention.
Article 2:
Habtamu Kebu Gemeda a,∗ and Jaesik Leeb Published online
2020 Apr 6
 The present study examined relationships among leadership
styles, work engagement and work outcomes designated by
task performance and innovative work behavior among
information and communication technology professionals in
two countries: Ethiopia and South Korea. In total, 147
participants from Ethiopia and 291 from South Korea were
made to fill in the self-reporting questionnaire intended to
assess leadership styles, work engagement, task performance,
and innovative work behavior. To test the proposed
hypotheses, multiple linear regression analysis was utilized.
The results showed that transformational leadership style had
a significant positive relationship with employees' work
engagement and innovative work behavior, while transactional
leadership style had a significant positive relationship with
employees' task performance.
CONT…
 However, laissez-faire leadership style had a
significant negative relationship with task
performance. Work engagement had
significant positive relationships with the
indicators of work outcomes. Besides, work
engagement partially mediated the
relationship between leadership styles and
work outcomes. The observed associations
and mediation were consistent across the two
national samples considered, indicating the
soundness of the assumptions across
countries. The findings provide insights into
how leadership styles correspond with
employees’ work outcomes.
CONCLUSION
 Leadership and management must go hand in
hand. They are not the same thing. But they are
necessarily linked, and complementary. Any
effort to separate the two is likely to cause more
problems than it solves. Still, much ink has been
spent delineating the differences. The manager’s
job is to plan, organize and coordinate. The
leader’s job is to inspire and motivate.
Warren Bennis composed a list of the differences in
his 1989 book “On Becoming a Leader”:
(a) The manager administers; the leader
innovates.
(b) The manager is a copy; the leader is an
original.
REFERENCES
 DUlrich_WP_What_is_leadership.indd
(umich.edu)
 A0802080124.pdf (iosrjournals.org)
 Gemeda, H. K., & Lee, J. (2020).
Leadership styles, work engagement
and outcomes among information and
communications technology
professionals: A cross-national
study. Heliyon, 6(4), e03699.
https://doi.org/10.1016/j.heliyon.2020.e
03699
THANK
YOU