NCM 119: Introduction to Leadership and Theories

Leader

Person who influences, guides, directs, and gives opinions on the course of action, influencer

● Inspires and motivates people to follow you by choice;

○ People are willing to follow you

● Comes out when the situation needs it

● People-centered

Manager

● Brings things about, the one who accomplishes, has responsibility, and conducts things

● Formal and legitimate authority and has a wider scope.

○ Delegated authority

● Act of guiding or taking charge. Handling, direction, control.

○ Even the unwilling follow due to their position in the organization

Management

● Is the process of leading and directing all or part of an organization through the deployment and manipulation of resources (salaries, supplies, filing of overtime, etc.)

Leadership

● Is a process of persuading and influencing others towards a goal and is composed of a wide variety of roles

● Use interpersonal behavior to motivate followers to contribute to group goals

Elements of Leadership

Vision

Influence

Power

Sources of Power (LIst)

1. Reward

2. Legitimate

3. Referrent

4. Informational

5. Punishment

6. Expert

7. Charismatic

Sources of Power (Reward)

● Having the ability to give rewards to people

● E.g., Employee of the month, offering opportunities to leave work early

Sources of Power (Legitimate)

● Your position is recognized as that of delegated authority and your direct reports recognize they are obligated to comply with your requests.

● Formal authority in an organization

Sources of Power (Referent)

● Being associated with someone powerful ● Ability of a leader to influence a follower because of the follower's loyalty, respect, friendship, administration, affection, or a desire to gain approval

● E.g., You were caught by a traffic enforcer and you told them you are the secretary of the president so they let you off.

Sources of Power (Informational)

● Bearing lots of information

● Where a person possesses needed or wanted information which puts them in a position of power

● People will refer to you as "knowledgeable"

Sources of Power (Coercive)

● Must have legitimate power before giving punishments

● Giving disciplinary measures

● The capacity to compel other's compliance through the use of force, including punishment or the threat of punishment

Sources of Power (Expert)

● More on the scientific basis

● A person has an elevated level of knowledge or a specific skill set that others in an organization don't have.

Sources of Power (Charismatic)

● People will follow you because you have the charisma (something positive about you) which makes people follow you.

● Leader uses his or her communication skills, persuasiveness, and charm to influence others

Distinguishing Characteristics of a Leader (Shirey, 2006)

a. Purpose

● When you have a vision, you have a purpose to accomplish. Must possess the right values.

● Must have the heart to serve as well

b. Values

● Speaks about our morals in life

c. Heart

● Compassion, building relationships.

d. Relationships

● build network and connections with people, relate to the different kinds of people, talk to people with confidence and sincerity

e. Self-discipline

● Need to be focused on your purpose and vision, how you do things, have the proper time management and the proper focus. Not all work.

● Able to balance everything (work, family life, leisure, faith in God)

Elements of Management (List)

1. Authority

● Right to command or right to have legitimate power

● Power or freedom to make decisions, has the right to command the people under you.

● As a manager, you bring things about. Direct the people, even those unwilling to follow

2. Responsibility

● Obligation to do the task, work, or something

3. Accountability

● Being liable of our actions; once we get our license to practice, it means you have the basic skills of the nurse which makes you liable for your actions.

Great Man Theory

● Based on the Aristotelian philosophy which states that “some people are born to lead, whereas others are born to be led”.

● There are people born to lead such as the Great men from the Bible (e.g., Moses)

● These traits arise when the situation demands it.

● Some people have certain characteristics or personality traits that make them better leaders than others.

Behavioral Theory

● During the human relations era, wherein they placed emphasis on what a leader did - the leader’s style of leadership.

● Proponents: Kurt Lewin, White and Lippitt which isolated common leadership styles: authoritarian, democratic, and laissez-faire

Authoritarian Leadership

This kind of leadership has reduced creativity and autonomy but has high productivity and always has authority or command. They are characterized by the following behaviors:

● Strong control over the group

● Motivated by coercion

● Directed with commands

● Communication flows downward

● Decision making does not involve the others

● Emphasis on status “I” and “You”

● Criticism is punitive E.g., In the emergency room, the doctor gives orders; Armed forces in the Philippines has one commander-in-chief, and everyone follows him

Democratic Leadership

Seeks input from their followers and include them in decision making whenever possible. High creativity and autonomy but less efficient quantitatively. They are characterized by the following behaviors:

● Less control is maintained

● Motivated by rewards

● Directed through suggestion and guidance

● Communication flows up and down

● Emphasis on "we" ● Criticism is constructive

Laissez-faire leadership

Situation is not known and best for groups with matured members. Highly motivated members produce high creativity and productivity. They are characterized by the following behaviors:

● Permissive, little control or none at all

● Motivated by support given

● Provide little or no direction

● Upward and downward communication between members

● Disperse decision making throughout the group

● Emphasis on the group

● Does not criticize

Contingency Leadership Theories (Proponents)

a. Mary Parker Follett

b. Fiedler's contingency approach

c. Paul Hersey and Kenneth Blanchard

Contingency Leadership Theories (Mary Parker Follett)

■ Law of the situation - the situation should determine the directives given after allowing everyone to know the problem.

Contingency Leadership Theories (Fielder;s contingency approach)

■ "No one leadership style is ideal for every situation"

■ Interrelationship between the group's leader and members

■ Continuum based on the situation

Contingency Leadership Theories (Paul Hersey and Kenneth Blanchard)

■ Leaders adapt their style to the maturity of the followers

Paul Hersey and Kenneth Blanchard's Leadership Styles

■ Styles: Directing, Coaching, Supporting, and Delegating

○ Coaching - you have the skill but you want to level it up to the expectations we need.

○ Delegating - passing on the task to somebody else (who has the necessary skills). You must have skills to supervise.

Transactional Leadership

● Concerned with the day-to-day operations

Transformational leadership

Transformational leadership ● Has deep set of internal values and ideas ● Both leaders and followers have the ability to raise each other to higher levels of motivation and morality

Servant Leadership

● By Robert Greenleaf.

● Serve others before oneself.

Human and Social Capital Theory

● Considered as an investment

● Education is considered an investment because you can do a lot of things

● It increases the productivity of an organization because what you learn from your schooling can be used to improve the organization

Components of Emotional Intelligence

1. Self-awareness

○ ability to recognize and understand one's moods, emotions, and drives, as well as their effects on others.

○ Recognize own emotions first

2. Self-regulation

○ Ability to control or redirect disruptive impulse and propensity to suspend judgment.

3. Motivation

○ Having the passion to work for reasons that go beyond money and status; you have that commitment.

4. Empathy

○ Ability to understand the emotional make up of others

5. Social skills

○ Proficiency in handling relationship and networks; ability to find a common ground

○ Bedside manners (healthcare setting)

Scientific Management (Proponents)

1. Frederick Taylor

2. Max Weber

3. Henri Fayol

4. Luther Gulick

Scientific Management (Frederick Taylor)

● “Father of Scientific Management”

● Engineer in Pennsylvania

● Workers should be taught the best way to achieve the task

● Principles introduced:

a. Traditional “Rule of Thumb”

○ Organization in work must be replaced with scientific methods.

○ Must know the rationale of doing things

○ By using time and motion studies and the expertise of experienced workers, work could be scientifically designed to promote greatest efficiency of time and energy.

b. Scientific Personnel system

○ Workers are hired based on the technical competence and abilities

○ Matching employees’ work to appropriate job descriptions. c. Financial incentives

○ Viewed humans as “economic animals”

○ People worked harder if there is an incentive

d. Cooperative and interdependent relationship between workers and managers ○ Increase productivity; the role of managers or functional foremen as they were called, was to plan, prepare, and supervise

Scientific Management (Max Weber)

● Introduced "Bureaucracy as an organizational design"

○ Bureaucracy - Line structure of an organization

■ There is a hierarchy and a need for formal authority and consistent rules and regulations for personnel in different positions.

● German sociologist

Scientific Management (Henri Fayol)

● Introduced the Management functions which consists of the following:

a. Planning b. Organizing c. Command d. Coordination e. Control

Scientific Management (Luther Gulick)

● Expanded Fayol's work and introduced the 7 activities of Management (POSDCORB)

a. Planning

b. Organizing

c. Staffing

d. Directing

e. Coordinating

f. Reporting

g. Budgeting

● Eventually, theorists began to refer to these functions as the Management process.

Management Process

1. Planning

2. Organizing

3. Staffing

4. Directing

5. Controlling

Human Relations Management (Mary Parker Follett)

● Introduced the "Participative Management" ● Emphasizes on "authority with" rather than "authority over" ● More on democratic rather than authoritarian

Human Relations Management (Elton Mayo)

● The "Hawthorne Effect"

○ People respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention ● As long as the supervisor is studying their outputs, there is increase production

Human relations Management (Douglas McGregor)

Theory X and Theory Y

Theory X

Manager believes workers are lazy, thus need more supervision

Theory Y

Managers believe that workers enjoy their work and are self-motivated, thus they need less monitoring

Contemporary Leader Manager THeories (Proponents)

1. Peter Drucker

2. Mary Parker Follett

Contemporary Leader Manager THeories (Peter Drucker)

● "Father of Modern Corporate Management" ● Management of objectives; look back to see if the workers achieve goals (constant evaluation) ● Excellent tool to determine an individual employee's progress; incorporates employees, assessment and the organization

Contemporary Leader Manager Theories (Mary Parker Follett)

● Management of decision making

● Participative management

Motivational Theories (Abraham Maslow)

● Hierarchy of Needs (Top to bottom) 1. Self-actualization (achieving one's full potential) 2. Esteem needs (prestige and feeling of accomplishment) 3. Belongingness and love needs (intimate relationships and friends) 4. Safety needs (security and safety) 5. Physiological needs (food, water, warmth, rest) ● If needs are met, employees will do more for the organization

Motivational Theories (Ferdinand Herzberg)

● "Motivation-Hygiene Theory"

○ Hygiene factors: negatively influence people (external factors)

○ Motivation factors: results in satisfaction and psychological growth (internal factors)

● Determining job satisfaction

Hygiene Factors

● Salary ● Supervision ● Job security ● Working condition ● Personal life ● Interpersonal relationship and peers ● Company policy status

Motivational factors

● Achievement ● Recognition ● Satisfying meaningful work ● Responsibility, professional growth and advancement

Motivational Theories (William Ouchi)

● Expansion of McGregor's Theory X and Y ● "Theory Z" - Japanese style of management ● Interactional leadership style ○ Establishment of strong bonds ○ Quality circles ○ Fitting employees to their job ○ Consensus decision

Total Quality Management

● Centered on quality

● Taking into consideration the entirety of the organization with the participation of all its members

● Employing the system of management