Qualities of an Effective Leader

Defining characteristics of a good leader

·        Inspire rather than those under them

·        Abide by the law of love and mercy

·        Earn goodwill rather than demand it from a position of authority

·        Base policy on practical experience, not as another means of climbing the ladder

·        Arouse enthusiasm rather than fear

·        Say we instead of I

·        Humble and approachable

·        Have no fear of being investigated because their internal life matches their external

Leadership definition

·        The ability to guide and influence others without necessarily having the authority to direct their behaviour

·        A process of influence

·        A leader influences other to move in the direction of achieving goals

Management

Resources:

·        People

·        Financial

·        Physical

·        Machine

Definition:

Coordination and integration of resources through the activities of planning, organizing, directing and controlling in order to accomplish specific goals and objectives within an organization

Elements of leadership

1.      Vision: future direction (mental picture)

2.      Influence - behaviour, ability to convince people to all means

3.      Power – ability to efficiently an defectively exercise authority and control, ability to impose the will

Sources of power: (LCR-IRE)

·        Legitimate: position (virtue of position)

·        Reward: ability to give rewards for an accomplish job

·        Coercive: ability to punish for non compliance

·        Information: well informed and up-to-date (knows everything)

·        Referent relationship and connections related to some powerful individual

·        Expert: because of exp3ertise you have the power

4.      Authority – the right to expect/secure comliacne; a leader cant abuse his authority

Lined – unbroken line (authority over people – org. Chart

Forms of authority

·        Lined – direct supervising authority to the subordinate

·        Staff – limited only to advises/counselign or give suggestions, may follow or not

·        Team – granted to committee and work organization, not specific

5.      Responsibility – corresponding obligation of teh assigned work and properly authorized the granted work

6.      Accountability – answering for the result of one’s action or omissions

Types of leaders

Formal – appointed, elected designate formally chosen by the admin or org

Informal doesn’t have fomal sanction, chosen by the group itself

Traits of a nurse eader

L – lead, learn, love – continue to learn (dynamic process)

E – Enthusiastic, energetic – willing to work hard, , learn to set aside your personal matters

A –Asserive, Achiever  ability to expess yourselves

Qualities of an effective leader

·        Integrity – honest law abiding and trust worthy

·        Courage - sometimes being a leader means taming some risks courage to speak to the manger about a problem she observed

·        Initiative - good ideas are not enough, you must act on these good ideas

·        Energy – effort, use it wisely

·        Optimism – ability to see a problem as an opportunity is part of the optimism that make a person an effective leader. Remotivate a discouraged group, be a winner instead of a whiner.

·        Perseverance - dont give up easily, instead they persist continuing their effort when others are tempted to give up the struggle

·        Balance – most effective leaders have founded balance between play and family

·        Ability to handle stress – there is some stress in almost job coping with stress as a positive and healthy a manner as possible helps you conserve your energy and be a model for others

·        Self awareness - should understand themselves and has the ability to understand the motivations on other people

Mgt  theories and theorists

·        Frederick Taylor ( 1856-1915) – father of scientific mgt; traditional means of organizing, work must be replaced with scientific; used time and motion; look for one best way or performing task level or production rather by an hourly wages (PAKYAW)

Relationship:

Manager –

·        functional foreman

·        plans

·        prepare

·        supervise

worker – do the work

Emphasis

·        task orientation

·        efficient operation

·        high individual productivity

 Focus: improving individual productivity

Result: increase productivity and profit

Max Weber (1900) – develop the concept of Bureaucracy

Key elements:

·        Centralized authority

·        Highly specialized of division of labor

·        rigid rules and regulations

·        routine formal communication

·        detailed record keeping

Emphasis: rules instead of individual

Gillbreth )1868)-1924) and Frank Lillian  - pioneered the work in time and motion studies

Gantt, Henry (1861-1919) – depicts the relationship of work planned or completed on one axis to the amount of time needed or used on the other.

Henri Fayol (1841-1925) mgt function; father of  the mgt process school; studied the functions of managers:; planning, organizing, issuing orders, coordinating and controlling   

Lyndall Urwick

Popularized the concept o balance of authority with responsibility, span of control (number of person u can managed), unity of command;

HUMAN RELATION (1940)

Focus: on the effect of the individual have on the success or failure of an org.

Chief concern:

·        individual

·        leadership – group process

·        interpersonal relationship

managers encourage workers to develop their potential and help them meet theor needs for

Chester Barnard - stress the importance of cooperation bet mgt and labor. Cohesiveness

Mary Follet – participative mgt

MANGAERS should have authority with rather than over the employees

Elton mayo -  Hawthorne effect ; when mgt paid special attention workers, productivity was likely to increase regardless of environment working condition

Hawthorne effect – people respond to the fact that they are being studied attempting to increase whatever behaviour

Douglas Mc Gregor - theory X and Theory Y
theory x

Emphasis: on the goal of the organization

Assumption: people (dislike work, will avoid it, basically lazy, has lil ambition)

Consequently workers must be:

Directed, controlled , coerced, threatened,

Managers who accept theory x do the thinking and palnning wit lil input f rte staff or associates

Wil delegate lil

Supervise closely

Motivate workers thru fear and threat

Failing to use their potential

Theory Y

Emphasis : on the goal of individual

Assumption:  people don’t inherently dislike work

Work can be a source of satisfaction

Workers have self direction and self control

Workers enjoy their work

Are self motivated

Managers: allow participation, will delegate, give general rather than close supervision, support job enlargement, use positive incentives; praise and recognition

Argyris Chris (1923)– Employee participation

Belief: managerial domination causes workers to become discourage and passive

Emphasis: need for flexibility within the organization, employee participation in the decision

Blake, Robert and Jane Mouton – Managerial grid

2 critical dimension of leadership

·        Concern for people

·        Concern for production

Mgt functions/process (henri fayol)

Planning – deciding in advance what to do, who is to do it, how it is to be done and when it is to be done. Proactive, deliberated process required of all manager; I critically important ad precedes all other mgt functions; predetermining a course of action in order to arrive at a desired result

 The planning hierarchy

Mission

Philosophy

Goals

obj

Policies

Procedures

rules

principles of pallnng

1.      Always baseand focused on the vison, mission, philosophy and clearly defied obj of the organization

2.      Planning is a continuos process

3.      Should be pervasive within the entire org to provide minimal cooperation and harmony

4.      utilizes available resources

5.      Must be precise in its scope and nature

6.      Time bound

7.      Projected plans must be documented for proper dissemination to all concerned for implementation evaluation

Elements of palning

1.      Forecasting help managers look into the future and decide in advance, where the agency would like to be, and what is to be done in order to get there

2.      Setting of mission, vision, philosophy, goals and obj

Mission – is a brief statement identifying the reason that an org exists and its future aim or functions; reason for existence

Vision – statement outlines the org fuure role and ffunction; an image of teh future an org seeks to create; a mental prediction of the fulfilment of the org’s success

Philosophy – statement of beliefs and values that directs behaviour and practices

            Goals – teh desired result toward which effort is directed

            Obj – hpw the goal specifically will be achieved (includes time frame and is measurable)

            Policies – palns reduced to statements

            Procedures – stp-by-step process

Rules – plans that specifically define acceptable choices of action

Scope of planning

1.      Top level (DNS)

2.      Middle level (supervisors)

3.      First level (HN, TL, PN, SN)

Importance of planning

·        Leads to achievement off goals and obj

·        Gives meaning to the work

·        Provides for effective use of available resources and facilities (budget)

·        Helps in coping with crisis

·        Cost effective

·        Leads to realization of the e to change

·        Necessary for effective control

·        Off sets uncertainties

Organizing

Directing

Controlling

Staffing