History of Leadership

1
History of Leadership

• The Art and Science of
• Leadership

2
What Is Leadership?A Science.

• The creative and directive force of morality
  (Munson 1921)
• The process by which an agent induces another to
  behave in a desired manner (Bennis 1959)
• The presence of a relationship where on person
  influences another(Hollander Julian 1969)
• Directing and coordinating a work group (Fiedler
  1967)

3

• A relationship where people choose to comply
  (Merton 1969 Hogan Curphy 1994)
• The process of transforming followers, creating
  vision, articulating goal attainment (bass 1985,
  Tichy Devanna 1986)
• The process of influencing groups toward goals
  (R.roach Behling 1984)
• Actions that focus resources to create desirable
  opportunities (Campbell)

4
Leadership Is Rational

• A process
• A force
• A relationship
• Goal oriented
• Can be observed, defined
• There for studied, dissected and taught,

5
Leadership Is Emotional

• Psychological
• Motivation
• Social
• Charisma
• Interpersonal dynamics

6
Sigmund Freud

• Leadership is a process of dealing with authority
  as experienced in the Oedipus complex
• The herd gives rise to the alpha male
• The remainder obey out of father fear. (Freud
  1921)

7
Orangutan Example
8
Leadership by Guilt and Fear

• Your survival in any complex situation or group
  is a result of your ability to conform to the
  group.
• Survival requires the individual to become part
  of a herd.
• Individuality, or challenging the leader will
  damage the herd .

9
All Group Participation Is an Internal Struggle
Between Narcissism and Altruism.

• Leadership Is the Guiding of This Process.

10
The Needs of Civilization (the Many) Vs. The
Needs of the Individual
11
Leadership Theories

• Trait theories( pg. 47)
• There are only a few good leaders and they were
  born that way
• Great Man Theory
• Leadership techniques can be learned

12
Traits of successful leaders

• Physical, Psychological, Social

13
Physical

• Tall
• Good looking
• Coordinated

14
Psychological

• Intelligent
• Drive for task completion
• Persistence
• Creative problem solving
• Projects self confidence
• Accountable
• Tolerant

15
Social

• Wealthy
• Acquired or achieved status
• High level of social skill
• Comfortable manipulating people and situations

16
Contemporary Leadership/Management History

• Legitimate authority bureaucracy
• Max Weber
• Planning
• Henri Fayol
• Principles of management science
• Fredrick Taylor
• The essentials of leadership
• Mary Follett

17

• Hawthorne and the western electric co.
• Elton Mayo.
• The theory of authority.
• Chester Barnard.
• Theory of human motivation.
• A.H. Maslow.
• The individual and the organization.
• Chris Argyris.

18

• How do you motivate?
• Fredrick Herzberg
• Management theory jungle
• Harold Koontz
• Contemporary Contributors
• P. Drucker, H. Mintzberg, R. Tannenbaum, W.
  Schmidt, F. Fiedler, R.House, T. Mitchell, V.
  Vroom, G. Latham, E. Locke, B. Bass, Stogdill, W.
  Bennis, J. Kouzes, B. Posner,

19
Leadership Theory
Leaders Success
Trait

Leaders are born not Made
20
Nurture Argument
Behaviors Abilities
Leader Success
Trait

21
Situational Argument
Situation
Behaviors Abilities
Leader Success
Trait

22
Leader Centered Industrial Models ( Taylor)

• Developed with mass production/
• Autocrat
• Initiating structure
• Job centered
• Production orientation

23
Worker Centered Humanists Model (Fayol)

• Democratic
• Consideration
• Followers
• People Orientation

24
Basic Belief About People

• People are good and internally motivated to
  achieve Y theory
• People are basically lazy and need to be
  externally motivated X theory
• Maslow McGregor, pg. 37

25
Behavioral Theories, Comparison of Leadership
Styles Table 4-2 (handout)

• Leadership style- Lewin, pg. 48
• Autocratic
• Democratic
• Laissez-faire
• Bureaucratic

26
Leadership Dimensions

• Consideration- relationship skills
• Initiating structure- behaviors used to
  accomplish goals

27
Michigan Studies

• Exploitive - authoritarian
• Benevolent - authoritative
• Consultative- democratic
• Consultative - democratic

28
Ohio State studies, Hemplil Halpin and Winer

• Consideration - degree of manager concern
• Initiating Structure - degree manager coordinated
  work, task functions

29
Ohio Leadership Study
consideration
Initiating Structure
30
Managerial Grid Pg. 50

• Blake/ Mouton
• Production orientation
• People orientation
• Based upon Ohio studies

31
Outcome Orientation, Blake McCanse.Figure, 4-1

• High production/ low people
• direction tight control
• High production /high people
• Task centered, follower control
• Low production/ low people
• low task ,high autonomy
• Low production/high people
• relationship over goals
• Mod/mod
• balance

32
System 4 Management

• Dimensions of effective leader interaction based
  on amount of employee involvement
• Autocratic -- minimal employee trust
• Benevolent -- paternalistic but friendly
• Consultative -- seek employee advice
• Democrat -- team work

33
Continuum of Leadership Behavior - Tannebaum and
Schmidt, 1973. pg. 51

• Focus is on the decision making style of the
  leader style is chosen based upon how much
  employee freedom a situation can afford
• Challenge, define afford Figure 4-2

34
Contingency Theories

• Fielder - identifies style as combination of
  leaders need to complete tasks the amount of
  power the leader has with the strength of the
  employee relationships. Fig. 4 3
• Hersey and Blanchard - situational leadership
  also looks at follower readiness to participate,
  Fig. 4 4

35
What Are the Foundations of Leadership?
36
Power

• The Capacity to Effect, Action Requires the Use
  of Power

37
Power Is Neutral

• Self assessment pg.436
• Girls are nice not powerful

38
Sources of Power

• Physical force, intimidation
• Positional, granted
• Financial
• Knowledge
• Group, numbers

39
Elements Power

• Overt, covert
• Formal, informal
• Reward - persons ability to control reinforcement
• Punishment - ability to apply negative
  reinforcement

40
Power Distribution

• Upper- primary locus of control
• legitimate, formal, reward, punishment, knowledge
  based
• Lower based upon numbers, culture
• Power analysis Pg. 441

41
Types of Power

• Legitimate - granted by the organization
• Expert - possession of unique skill, knowledge
• Referent - admiration, respect
• Information - access to valued data
• Connection - formal and informal links to others
  or valued resources

42
Understanding and Using Power Bases pg. 46

• Leaders vs. Managers
• Table 4-1 effects of power
• Uses of personal or position power
• Box 4-1 guidelines for uses of power
• Misuse of power will result in loss of leader
  effectiveness

43
Planning Is the Key to Using Power

• Assessment
• All Issues represent an opinion
• Be an expert on all side of an issue
• Know your opponent (s)
• Decide on what you will settle for before you
  begin
• Implementation
• There is strength in numbers
• Establish a Power base
• Organize a following
• Dont give up

44
Power of the Follower

• Further investigated
• Fig 4-5
• Choose Leadership style by the amount of follower
  participation in implementation

45
Vroom and Yetton (Decker, Breaugh)

• Expectancy model focus is on how much power the
  employee has over the out come.
• Led to the development of the decision tree,
  Fig. 4 - 6.

46
A Balance Between the Needs of People and Goals
of the Institution

• Leadership options
• Tell
• Sell
• Consult
• Join
• Delegate

47
Path Goal ModelBased on Expectancy Theory

• What does the employee expect?
• Manager exercises influence to obtain outputs by
  effecting motivation during a specific period of
  time.

48
Path Goal, Locus of control is with the Follower,
Focus on Individual Choice

• Effort
• Performance
• Rewards
• Motivation
• Relationship

49
Follower Success R/T Characteristics

• Maturity
• Task relevance
• Task control

50
Attribution

• Follower behavior is connected to leader
  perception,
• internal - follower is lacking
• external - system is lacking

51
Theory Z

• Ouchi 1981
• Collective decision making
• Long term relationships
• Slow promotion
• Indirect supervision, evaluation
• Holistic concern

52
Contemporary Theories, The 5th Dimension

• Charismatic leadership - based on affection.
• Transaction/transformational - social exchange.
  Table 4.7.
• Connectivity - team focus.
• Shared decisions- decentralization.
• Servant - leader is the servant.

53
Transformational Leaders

• Situational Determinants
• Transactional elements
• Leader, Follower, situation
• Transformational characteristics
• Charisma, respect
• Coaching, motivation
• Inspiration, vision
• Information, intellectual situation
• Social Skill, individual relationship

54
Leadership Assumptions

• Paternalistic- concern, control
• I will choose, I am responsible
• Punishment
• Projection, you are aware and responsible
• Maternal loyalty, facilitate
• You may choose
• Consequences
• Projection, we, the situation

55
Traits of successful leaders

• Drive for task completion
• Persistence
• Creativity
• High level of social skill
• Projects self confidence
• Accountable
• Tolerant
• Can objectively manipulate people and situations

56
Bass Profile

• Intelligence
• Judgment, Decisive, Knowledge, Fluency
• Personality
• Adaptable, Alert, Integrity, Nonconformity
• Abilities
• Cooperative, Popular, Tactful

57
Leader Behavior Is Culture Bound

• Culture The Totality of Socially Transmitted
  Behavior Patterns, Arts, Beliefs, Institutions,
  and All Other Products of Human Work and Thought.

58
Organizational Culture

• Organizational beliefs norms and values of the
  people in the organization.
• Climate is the feelings or personality of the
  organization.

59
Culture Is Experienced. Organizational Culture
Helps to Define How We Behave With in the
Organization. A Set of Rules or Guidelines.
Violate, Ignore or Be Unaware of the Rules and
You Will Create Group Anxiety.
Deal and Kennedy Corporate Culture, Sacred Cows
make the best Hamburgers
60
Common Topics

• Time orientation
• Physical distance
• Dress
• Food
• Procedure

61
Culture Is Created and Protected by Role
Participants

• Role Functioning unit of society (Roy, pg.
  101).
• Leaders must know who they are so that they can
  exist in unity with their group.
• A leader that does not reflect group identity
  will not be followed.

62
Leader Success
Group Behavior
Social Milieu
Values,Beliefs, Goals
Organizational Culture
Group self image, responsibility for goal
achievement
63
Climate and Leadership Style

• AuthoritarianControl.
• Democratic Collaboration.
• Constructive culture Promotes Nurse Retention,
  Cooke and Lafferty 1989.

64
Women and Leadership

• The Development of the
• Alpha Female

65
Female Development.

• Biologically different that males.
• Does not follow Maslow.
• Childhood experience
• Boys Are Raised by Mother,separate and Become
  Dad.
• Girls Are Raised by Mother,stay connected Become
  Mother attract Dad.

66
Girl Games, Boy Games

• Preserve relationships decrease autonomy and
  decrease anxiety
• Take turns, everyone is included, role playing,
  cooperation,
• Hopscotch, jump rope, dolls,
• Sports is something you do

• Increase autonomy, decrease intimacy increase
  anxiety as a motivator
• Hierarchies, rules, competing rights
• Football, baseball,
• Sports is what you are

67
Female Socialization

• Learned
• Individual process
• Reward for inborn characteristics
• Beauty
• Intelligence
• Mother identification
• Electra complex
• Role theory

68
Contemporary Female Group Behavior

• Altruism vs. Narcissism
• Cooperation vs. Competition
• Betrayal
• Competition for the mate
• Competition for the spotlight
• Goal vs. Individual focus

69
Gender Differences (Tavris, 1992)

• Women
• Fairness
• Integrate emotion
• Listen to understand
• Combative
• Emotional
• Career choice
• Men control the workplace

• Men
• Justice
• Repress emotion
• Listen for next point
• Competitive
• Physical
• Career is self
• Women are taking over the workplace

70
Women say Men Say

• Women.
• Want to be heard.
• Deny their own power.
• Moral.
• Its a mans world.
• Dont be pushy, selfish. Do be careful, nice,
  clean, fair, friendly.
• Its how you play that is important.

• Men.
• Women complain.
• They are not victims.
• Logical.
• Women manipulate.
• Don't cry, it doesnt hurt, you can do it,
  dont be bullied, you can get dirty.
• Win.

71
Bass Profile for Women Leaders

• Intelligence
• Judgment, Decisive, Knowledge, Fluency
• Personality
• Adaptable, Alert, Integrity, Nonconformity
• Abilities
• Cooperative, Popular, Tactful

72
Women As Leaders/Followers

• Kanter, Men and Women In the Corporation.
• Helgesen, The Female Advantage
• Chinn, The Peace and Power Hand book.
• Judy Briles, The Briles Report, Gender Traps.

73
Any Person Who Can Figure Who Gets the Last Gum
Drop the Four Year Old or the Six Year Old Can
Successfully Negotiate Any Contract Motherhood
Is the Perfect Training Ground for Tomorrows
Leaders (Helgesen 1995)
74
With in the Organization Individuals Are Selected
to Coordinate People and Activities They Are
Called Managers
75
Management Functions Management Process in 3D
Mackenzie 1969

• Classical description
• Planning
• Contingent
• Strategic
• Organizing
• Staff
• Directing
• Controlling

76
Mintzbergs Roles and Functions, pg. 62 Fig. 4-8

• Interpersonal roles - figurehead, leader,
  liaison
• Informational roles - monitor, collector,
  disseminator, spokesperson,
• Decisional roles - entrepreneur, disturbance
  handler, resource allocatror, negotiator
• Contemporary model of managerial work attempts
  to integrate all theories and approach

77
Leading and Linking People

• Coaching and networking
• Information acquiring and processing
• Communicating
• Controlling

78
Supervisor

• Action by doing
• Planning
• Directing
• Controlling
• Crisis intervention

79
Raw Materials for Managers

• Information
• Research-To study (something) thoroughly so as to
  present in a detailed, accurate manner
• Data - Factual information, especially
  information organized for analysis or used to
  reason or make decisions.

80
Unprocessed Material of Any Kind (Input)

• People
• Things
• Information

81
Knowledge - Specific Information About Something.

• Abilities-The physical, mental, financial, or
  legal power to perform.
• Skills-A developed talent. An art, a trade, or a
  technique developed through training or
  experience.
• Analysis - the separation of a substantial whole
  into its constituent parts for individual study.

82
Nursing Management Process

• The Nurse management group has operational
  authority and responsibility for planning
  directing and controlling the Nursing care
  environment.
• This is accomplished by coordinating all the
  components of the health care environment.
• This process is monitored and fine tuned by
  evaluating the process using feedback mechanisms.
• The goal is effective (quality) healthcare.

83
The Roles and Functions of a Nurse Manager.

• American Organization of Nurse Executives.

84

• Accountability for excellence in the delivery of
  care to a selected population of people.
• Manages human, fiscal and other resources needed
  to deliver nursing care.
• Facilitates the development of all levels of
  nursing professionals.
• Insures institutional compliance with regulatory
  agencies, and professional standards of care.
• Participates in strategic planning.
• Facilitates collaborative environment.

85
Economic Vs. Administrative Manager

• Rational decisions
• Has complete information
• Has developed a list of alternatives
• Developed a priority and preference to solutions
• Maximizes utility and function

• Makes decisions that are good enough
• Uses what knowledge he has
• Does not predict future
• Chooses a few solutions
• Satisfices outcome

86
Time Allocation for Management Functions pg. 69
Figure 4-7
87
Levels of Management

• First level - monitors staff activity
• Defined accountability - responsibility
• Clinical, day to day focus
• Non managerial personnel
• Implements short term goals
• Some input to unit planning

88
Middle Manager - Monitors First Level Managers

• Geographic or product related assignment
• 24 hour accountability - 24 hour responsibility
• Link between upper and first level managers
• Helps develop unit goals
• Supervises unit collaboration
• Gives input to long range planning

89
Upper Level - Executive Level

• 24 accountability
• Middle managers report to them
• Establish organizational goals
• Develop strategic plan 3-5 years

90
Hierarchy or Pyramid Structure
CEO
Power increases
V. PRES
DIRECTORS
Access to information increases
MANAGERS
SUPERVISORS
STAFF
91
Management Assessment

• What is our purpose?
• What is our product?
• What do we need to produce our product?
• In what order are the inputs required?
• What is the effect of the environment on our
  functioning?
• How can we make work better?
• How can the participants be empowered toward
  success?

92
Environmental Assessment

• External
• Markets
• Competition
• Health care trends
• Financial trends
• Social trends

• Internal
• Patient services
• Financial systems
• Human systems
• Information processes
• Educational abilities

93
Environmental Assessment
Management Objectives, Where are you trying to go
Strengths and Weaknesses
Opportunities and Threats

94
Successful Managing Requires Leadership Behaviors
Skill
95
Types of Power Managerial Leader

• Legitimate - granted by the organization
• Expert - possession of unique skill, knowledge
• Referent - admiration, respect
• Information - access to valued data
• Connection - formal and informal links to
  others or valued resources

96
Understanding and Using Power Bases

• Leaders vs. Managers
• Table 4-1 effects of power pg. 44
• Uses of personal or position power
• Box 4-1 guidelines for uses of power pg. 46
• Misuse of power will result in loss of leader
  effectiveness

97
Combined Leadership, Management Tasks

• 1. Envision goals2. Affirm values3. Motivate
  group4. Organize the work5. Support group
  unity6. Develop trust7. Serve as a symbol8.
  Renew the group

98
Leadership Continuum of Action
Reactive Proactive
Concealment Prevention Obstruction Accommodatio
n
99
Managers Address ComplexityLeaders Address Change
100
Lao Tzu, The Art of War

• The Leader Is Best, When People Barely Know She
  Exists. When Work Is Done, the Aim Fulfilled,
  They Say, We Did This Ourselves

101
Effective Leadership Is the Behavioral
Representation of Personal Skills and Traits,
That Are Necessary to Establish a Vision
Combined With Management Activities and
Techniques, That Direct and Control an
Environment Towards the Accomplishment of Group
Goals.
102
Leadership by Attila the Hun

• Trust Is Vital

103

• Leaders must know their followers and establish
  an atmosphere that will motivate.
• By their actions the leader will establish the
  groups Integrity, sense of justice and morality.
• Leaders develop a high levels of trust among and
  between all members of the team.
• Leaders must up develop and reward high standards
  of performance.

104

• Demonstrate no tolerance for the uncommitted.
• Leaders must expect and demonstrate commitment to
  continuous improvement.
• Leaders must inspect the followers frequently.
• Leaders must be seen sacrificing for the benefit
  of the followers.
• Leaders must share equally in good times and bad.