1. LEADERSHIP SHAREEF KM
II MSc NURSING
CNC

2. Assume leadership in various care
settings

13. History of Leadership
• “The history of the world is
about the biography of great
men.”
– Thomas Carlyle
• “Give a man a fish and you
feed him for a day; teach
him how to fish and you
feed him for a lifetime.”
– Lao Tzu
• Our goal this class is to
improve your ability to fish-
or improve your personal
leadership skills!

14. 1. Why is understanding the
history of leadership important?
A. Understanding leadership of
an era to understand how
and why events and societal
development happened.
B. We can look at the past
based on culture and the
structure of a society.
– Seek to learn from the lessons
of the past.
– Apply what is most applicable.

15. 2. When did leadership begin?
A. Leadership has been
studied since the
earliest civilizations.
– Humans have ALWAYS
organized themselves
with some type of
structure.
• Mayans & Aztecs
• Great Wall of China
• Moses and Hebrews
• Ancient Pygmy societies.

16. 3. How did leadership begin?
A. Having an effective leader
was critical for survival for
early civilizations.
– Tribes and nomadic groups.
B. Qualifications based on
skilled, strength, size,
agility, knowledge.
– Usually male.
– Existed since the beginning of
mankind.

17. 4. What are the three historical
types of leadership?
A. Leader-centric.
– more of a fixture- kings and
queens.
– they were born.
– blood lines do not always make
good leaders.
– men were primary in control of
government, business, and family
units.
– Citizens simply followed directions
caused segregation of social
classes.

18. B. Follower-centric.
– Because of technology, more
workers needed.
– Followers wanted to regain control.
– By late 1800s, ideas to increase
worker productivity and boost
revenue.
– Unwilling to give up total control
and give power to their followers.
– Leaders discovered that increasing
the responsibility of workers did in
fact increase productivity.
– 1920s-when supervisors gave
personal attention to workers,
satisfaction increased.

19. C. Situational-centric.
– By the 1970s, a growing
workforce were turning
leadership over to groups,
committees, and key
employees.
– Focus on flexibility and
recognized that leadership
can be seen and described
with many different models
in mind.
– Not always one best way
to lead all the time.

20. Eras of Leadership
• Tribal
• Pre-Classical
• Classical
• Progressive
• Post-Progressive

21. Tribal Leadership
• Role of coordinator and skilled
expert
• Directive and task-oriented
• Leaders were “elected” based
on size, strength, and agility
• Leadership based on fear
• Family leadership

22. Implications for Tribal Leaders
• Brute force accepted, fear-based
• Survival skills rule, but social skills are a plus
• Coordinator, skilled expert

23. Implications for Tribal Followers
• Failure to follow leads to death
• Follower’s role important for tribal success
• Long-term power derived from survival skills

24. Pre-Classical Leadership
• Concerned with
spirituality
• Claimed divinity
• Death was feared
• Kings and queens

25. Implications for Pre-Classical Leaders
• Spiritually or magically endowed
• Male dominant
• Kings and church in collusion
• Brutality and oppression justified

26. Implications for Pre-Classical Followers
• Subservient role
• Vessels to be filled with spiritual teachings or
law
• Subhuman treatment accepted
• Follow because of or through fear

27. Classical Leadership
• Production at minimal costs
• Stability
• Workers are inefficient
• Do what it takes to get the job
done
• Division of labor
• Organize, control, command,
decide, and manipulate for
results

28. Implications for Classical Leaders
• Production at all costs
• Labor is infinite
• Leaders lead and divide labor
• Organize, control, command, decide, and
manipulate for results

29. Implications for Classical Followers
• Hard work expected, and “builds character”
• Chaos is the downfall of the policy-driven
organization
• No one is indispensable
• Workers considered lazy and inefficient

30. Progressive Leadership
• The change game
• Increase quality
• Total Quality Management (TQM)
• Empowerment

31. Implications for Progressive Leaders
• Stability no longer the key
• Change game, TQM, and re-engineering
• Change agent, visionary for transformational
change
• Empowerment is the mantra, “Unlock the
potential of everyone”

32. Implications for Progressive Followers
• Everyone has a worth value
• Collaboration means more power for
followers, shared power
• Intimate involvement with total organizational
change
• Needs met on management’s terms

33. Post-Progressive Leadership
• Addresses the post-
industrial world
• Must be sensitive to the
demands of the
information society and
post Cold War world
• Social change models

34. Implications for Post-Progressive
Leaders
• Answers to issues in the post-industrial world
• New democratic agenda
• Social change, collaboration, and risk
leadership models

35. Implications for Post-Progressive
Followers
• Collaboration and agenda building are the
new roles of the follower
• Equal partner in the leadership relationship
• Followers’ needs met

36. DEFINITION OF LEADERSHIP
• Leadership is a process
whereby an individual
influences a group of
individuals to achieve a
common goal.
(Northouse)

37. Based on this definition
• Leadership is a process
• Leadership involves influence
• Leadership occurs in groups
• Leadership involves common goals

38. OTHER DEFINITIONS
• It is a process of influencing the activities of an
organized group toward goal setting and goal
achievement
(Stogdill)
• It is the structure-in-interaction as part of the
process of solving a mutual problem
(Hemphill)

39. • A process of mutual stimulation which, by
successful interplay of relevant differences,
controls human energy in the pursuit of a
common cause. (Pigors)
• It is interpersonal influence, exercised in
situation and directed, through the
communication process, toward the
attainment of a specified goal or goals.
(Tannebaum)

40. CONCEPTS OF LEADERSHIP
• I used to think that running an organization
was equivalent to conducting a symphony
orchestra. But I don't think that's quite it; it's
more like jazz. There is more improvisation.
Warren Bennis

41. • Good leaders are made not born. If you have
the desire and willpower, you can become an
effective leader. Good leaders develop
through a never ending process of self-study,
education, training, and experience
(Jago, 1982).

42. WHAT IS A LEADER?
• A leader is an
individual who works
with others to
develop a clear vision
of the preferred
future and to make
that vision happen
• Enlightened
leadership

43. According to Covey
• Effective leaders are
continually engaging
themselves in lifelong
learning
• They are service-
oriented
• Concerned with the
common good
• They radiate positive
energy

44. • Effective leaders believe in
other people
• They lead balanced lives
and see life as an
adven-ture
• Effective leaders are
synergistic
• Effective leaders engage
themselves in self-renewal

45. VIEWS ON LEADERSHIP

47. • as a position
• as a personality trait
• as a process
• as a power relationship

48. Webster's Third New International
Dictionary of the English Language
• Cause others to go along
• Guide others along the way
• Cause others to live a
particular kind of life
• Head or direct operations

49. • Bring others by reasoning or other influences
to some conclusion
• Play the first card or be in the advanced
position
• Direct a blow against an opponent

50. Older views of leadership
• it is a process of "influencing
individuals or groups to take
an active part in the process
of achieving agreed-upon
goals." Transactional
outcomes were emphasized
in these definitions.

51. More recent definitions
• emphasize mutuality, empowerment, and
transformational processes. Leadership as a
democratic process that respects people,
encourages self-management, and moves
people in some direction.

52. Nursing leadership
• nursing leadership is defined as a mutual
process of interpersonal influence through
which a client is assisted to make decisions in
establishing and achieving goals toward
improved well-being and the professional
nurse's practice is validated and professional
growth is enhanced.

54. • Leaders carry out this process by applying
their leadership knowledge and skills. This is
called Process Leadership
• We have traits that can influence our actions.
This is called Trait Leadership, in that it was
once common to believe that leaders were
born rather than made

56. Boss or Leader?
• Position as a manager
gives you the authority to
accomplish certain tasks
and objectives in the
organization
(called Assigned
Leadership).
• This power does not
make you a leader, it
simply makes you the
boss

57. • Leadership differs in that it makes the
followers want to achieve high goals
(called Emergent Leadership)

58. BASS' THEORY OF LEADERSHIP
• There are three basic ways to explain how
people become leaders

59. • Some personality traits may lead people
naturally into leadership roles. This is the
Trait Theory

60. • A crisis or important event may cause a
person to rise to the occasion, which
brings out extraordinary leadership
qualities in an ordinary person. This is the
Great Events Theory

61. • People can choose to become leaders. People
can learn leadership skills. This is the
Transformational or Process Leadership
Theory

62. TOTAL LEADERSHIP
Be Know Do

63. Be Know Do
• what they are [be] (such as beliefs and
character)
• what they know (such as job, tasks, and
human nature)
• what they do (such as implementing,
motivating, and providing direction)

64. The Two Most Important Keys to
Effective Leadership
• Be trustworthy
• Communicate a vision

65. Communicate
• Helping employees understand the company's
overall business strategy
• Helping employees understand how they
contribute to achieving key business
objectives
• Sharing information with employees on both
how the company is doing and how an
employee's own division is doing — relative to
strategic business objectives

66. PRINCIPLES OF LEADERSHIP
• Know yourself and seek self-improvement
• Be technically proficient
• Seek responsibility and take responsibility for
your actions

67. • Make sound and timely decisions
• Set the example
• Know your people and look out for their well-
being
• Keep your workers informed

68. • Develop a sense of responsibility in your
workers
• Ensure that tasks are understood, supervised,
and accomplished
• Train as a team
• Use the full capabilities of your organization

69. THE PROCESS OF GREAT LEADERSHIP
• Challenge the process
• Inspire a shared vision
• Enable others to act
• Model the way
• Encourage the hearts

70. DIFFERENCE BETWEEN LEADERS AND MANAGERS
Leaders Managers
1. Do not have delegated authority;
power derives from other means,
such as personal influence
2. Have a wider variety of roles
3. May not be a part of the formal
organization
4. Focus on group process,
information gathering,feedback,
and empowering others
5. Emphasize interpersonal
relationships
6. Direct willing followers
7. Have goals that may or may not
reflect those of the organization
1. Have an assigned position in the
formal organization
2. Have a legitimate source of power
because of the delegated
authority that is part of their
position
3. Are expected to cany out specific
functions, duties and
responsibilities
4. Emphasize control, decision-
making, decision analysis, and
results
5. Manipulate personnel, the
environment, money, time, and
other resources to achieve
organizational goals
6. Have a greater formal responsibility

71. "Management is efficiency in climbing
the ladder of success; leadership
determines whether the ladder is
leaning against the right wall."

72. THANK YOU