Lesson 1: Leadership and Management Flashcards
Is the coordination and integration of resources through planning,
organizing, directing, and controlling in order to accomplish specific
institutional goals and objectives.
Management
3 Categories of Management Roles in the Organization
1) Interpersonal
2) Intrapersonal
3) Decisional
TRADITIONAL THEORY: Determined by their genetic and social inheritance.
Great Man Theory
TRADITIONAL THEORY:
- “Leaders are born, not made.”
- Leaders possessed multiple characteristics (e.g., they
tended to be taller, be more articulate, or exude
self-confidence).
Trait Theory
TRADITIONAL THEORY:
- The right thing to do depended on the situation the leader
was facing.
- Adaptability
- Emphasize the importance of understanding all the factors
that affect a particular group of people in a particular
environment.
Contingency or Situational Theory
TRADITIONAL THEORY: Based upon the belief that great leaders are made, not born.
Consider it the flip-side of the Great Man theories.
Behavioral Theory
TRADITIONAL THEORY:
- The true nature of leadership is not the ability to motivate
people to work hard for their pay but the ability to transform
followers to become more self-directed in all they do.
- Emphasizes that people need a sense of mission that goes
beyond good interpersonal relationships or the appropriate
reward for a job well done (Bass & Avolio, 1993).
Transformational Theory
TRADITIONAL THEORY: - Traditional manager, concerned with the day-to-day
operations (Burns).
- Use rewards and punishments to motivate employees
- Subordinate are clearly stated with corresponding rewards,
fail to satisfy those requirements, they will receive a
corresponding punishment.
Transactional Theory
CONTEMPORARY THEORY:
- Suggests that leaders must be true to themselves, know
their values, and act accordingly (Marquis and Huston
2009).
- Requires leaders “to be matched (congruence) between the
activities, actions, and deeds of the leader and the leader’s
values.”
Congruent/Authentic Leadership Theory
CONTEMPORARY THEORY:
- The leadership behavior is generally determined by the
relationship between the leader’s personality and the specific
situation.
- The leader must diagnose the situation and select
appropriate strategies from a large repertoire of skills.
Hollander (1978).
Schein’s Model (Interactional Leadership Theory)
CONTEMPORARY THEORY: In order to be a great leader, one needs to be a servant first.
Servant Leadership Theory
Who suggested that servant leaders have 10 qualities that define their success?
Marquis and Huston (2009)
CONTEMPORARY THEORY:
- Belief that not all followers (called agents) are naturally
motivated to support the best interest of the leader or
employer (principal).
- This assumes that in order for the followers to perform,
adequate incentives must be provided.
Principal Agent Leadership Theory
CONTEMPORARY THEORY:
- Recognizes the need for individuals and organizations to
invest in employees with the anticipation of future gains.
- Human capital is usually viewed as the collective education,
knowledge, skills, and abilities of an entire group.
- Theory assumes that these gains can be increased or
improve productivity. Thus, longevity in the workplace
becomes a desirable outcome for valued employees.
The Human Capital Theory of Leadership
CONTEMPORARY THEORY:
- The ability to perceive emotions, facilitate thinking, and to
analyze or understand the relationships of others to one’s
own emotions (Mayer et al. 2000).
- An emotionally intelligent nurse leader is an individual who
can work in harmony with his/her thoughts and feelings and
are able to better manage stress in the clinical environment.
Emotional Intelligence Theory
