Leadership is a part of management and one of the most significant elements of direction. Leadership is a driving force that gets the things done by others.

1. LEADERSHIP
PRESENTED BY: Ms Mamta Bisht
Ms
Mamta Bisht

2. INTRODUCTION
Leadership is a part of management and one of the
most significant elements of direction. Leadership is a
driving force that gets the things done by others.
A leader must be able to lead his subordinates and
inspire them to achieve the organizational goals.
Nursing’s focus today is on delivering quality and
cost-effective patient care rather than on
accomplishing a list of nursing tasks. In order to meet
these requirements effectively nurses need to fulfil
both leadership and follower roles effectively

3. CONCEPT OF LEADERSHIP
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 subordinates and also inspire them
to achieve organizational goals. thus leadership is the
driving force which gets the things done by others. 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.

4. DEFINITIONS
Leader : (One who directs others)
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

5. IMPORTANCE OF LEADERSHIP
• Motivate people
• Counsel employees
• Develop team spirit
• Getting things done by people by the proper time
management
• Achieve effectiveness

6. TYPES OF LEADERSHIP
a) Intellectual leader
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.

7. TYPES OF LEADERSHIP
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

8. TYPES OF LEADERSHIP
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.

9. 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

10. THEORIES OF LEADERSHIP
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.
• The leader should be able to monitor and evaluate
factors in the work environment that influence
outcomes

11. THEORIES OF LEADERSHIP
• 4. SITUATIONAL THEORY
• This theory believes that leadership effectiveness
depends on the relationship among the leaders task
at hand, their interpersonal skills and the favourable
situations at the work
• This theory considers the challenge of situation and
encourages an adaptive leadership style to
complement the issue being faced.

12. THEORIES OF LEADERSHIP
3. TRANSACTIONAL/TRANSFORMATIONAL
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.

13. STYLES OF LEADERSHIP
1. Autocratic leadership
2. Democratic leadership
3. Participative leadership
4. Laissez faire leadership.

14. AUTOCRATIC LEADERSHIP
The Autocratic leader assumes complete control over
the decisions and activities of the group. They make
the decisions and the members are instructed to
follow the commands.
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

15. AUTOCRATIC LEADERSHIP:
Characteristic of the leader
• Set rigid standards and method of performance and
expects the subordinates to obey the rules and
follow the same
• Makes all decision by himself or herself
• Minimal group participation or none from the
workers.
• Top to bottom type of communication.

16. 2. DEMOCRATIC LEADER
Participative consultative style of leadership in which
all the members are allowed to actively participate in
the decision making process.
Characteristic of the leader
• Sense of equality among leader and followers.
• Open system of communication.
• Interaction between the leader and group is friendly
and trusting .
• Leader works with the members to achieve the
goals.

17. 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 defence
leader
Characteristics of leadership
• It is concerned with the lying down group objectives
and polices for the followers, motivating them
coordinating their efforts to accomplish the
objectives.
• It pre – supposes the existence of a group
followers.

18. BUREAUCRATIC LEADERSHIP
• 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 is process of influencing exercised by leader on
members of a group.
• It involves an unequal distribution of authority among
leaders and groups.

19. LAISSARE-FAIRE LEADERSHIP
Free- rein, anarchic and ultraliberal style of
leadership. The leader gives up all power to the group
to decide the course of action in achieving the goals.
Characteristic features
• Encourages independent activity by the group
member
• Group members are free 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

20. APPLICATION OF LEADERSHIP IN
NURSING
• Decision making
• Communicate and evaluate the health care needs
• Patient care coordination
• Provide priority based quality care
• Manage effectiveness of nursing care
• Counsel the staff, colleagues, patient and family members
• Monitor success and failure
• Mentorship for the less experienced or new staff
• Delegation of nursing care
• Continuing education

21. EFFECTIVE LEADERSHIP/ QUALITIES OF
A GOOD LEADER
• Understanding of individual’s strength, weakness
and potentials.
• Knowledge of basic ingredients for leadership and
management.
• Systematic use of self to get the right things done at
a right time in a right manner.
• Effective leadership and management skills

22. QUALITIES OF A GOOD LEADER
• L: Lead, Love , Learn
• E: energetic and enthusiastic
• A: assertive and achiever
• D: dedicated and decision maker
• E: effective and efficient
• R: responsible and respectful