PRELIM - Contemporary Theories Flashcards
(22 cards)
- Leaders motivated the followers by appealing to their own self-
interest (may be managerial) - Principle is to motivate by means of the exchange process: a contract for mutual benefit that has contingent rewards
- _____ behavior focuses on the accomplishment of tasks
and good worker relationship in exchange for desirable reward. - Can be manipulative and counter-productive
- The people and leader work together to achieve reward
TRANSACTIONAL LEADERSHIP THEORIES
Transactional leadership encompasses four (4) types of
behavior:
- Contingent reward
✓ To influence behavior, leaders clarify the work needed
to be accomplished and uses rewards or incentives to
achieve result when expectations are met. - Management by expectation (MBE)
✓ Leader uses correction or punishment as a response to
unacceptable performance or deviation from the
accepted standards. MBE is conservative approach
whereby additional resources are applied in response
to any event falling outside of established parameters.
It seeks to minimize the opportunity for exceptions by
enforcing defensive management processes. - Active management by exception
✓ Leader actively monitors the work performed and uses
corrective methods to ensure work is completed to meet
accepted standards. - Laissez-faire management
✓ Leader is indifferent and has “hands-off” approach
toward the workers and their performance.
✓ Leader ignores needs of others, does not respond to
problems or does not monitor performance.
- Most effective and beneficial leadership behavior to achieve long-term success and improved performance.
- Promotes employee development
- Attend to need and motives of followers
- Inspires through optimism, influences changes in perception.
- Provides intellectual stimulation and encourages followers creatively.
- Uses role modeling
- Provide sense of direction and encourages self management
- _________ leadership are highly visible and spends a lot of time communicating.
TRANSFORMATIONAL LEADERSHIP THEORIES
TRANSACTIONAL TRANSFORMATIONAL Difference
TRANSACTIONAL
- Hierarchy
- Competitive
- Exchange posture
- Identify needs of followers
- Provide reward to meet needs
- Exchange for expected
performance
- Contact for manual benefits
- Contingent rewards
- Caretaker
- Self-goals of employee
- Focus on day-to-day
operations
- Management by exception
TRANSFORMATIONAL
- Networking
- Cooperative
- Process focus
- Promote employee development
- Attend to need and motives of
followers
- Inspire through optimism
- Influence change in perception
- Provide creativity and intellectual stimulation
- Encouragement of followers’
creativity
- Role model
- Individualize consideration
- Provide sense of direction
- Encouragement of self-
management
- Leaders are ordinary human beings in extraordinary positions (Tony Blair).
Example: Jesus Christ - Coined by Robert Green Leaf
- Emphasized leaders’ roles as steward of the resources such as human, financial and otherwise provided by the organization.
- Serve others while staying focused on achieving results in line with the organization’s values and integrity
SERVANT LEADERSHIP
10 CRITICAL CHARACTERISTICS THAT A SERVANT LEADER
SHOULD EXHIBIT
- Listening
- Empathy
- Healing
- Awareness
- Persuasion
- Conceptualization
- Foresight
- Stewardship
- Commitment to growth of people
- Building community
- Person’s self-awareness, self-confidence, self-control, commitment and integrity, and a person’s ability to communicate, influence,
initiate change and accept change
EMOTIONAL INTELLIGENCE (EQ) IN NURSING LEADERSHIP
GOLEMAN’S MODEL OF FIRE DIMENSIONS
- Self-awareness: ability to recognized one’s own feelings as it
happens to accurately perform self- assessments and have self-
confidence. The keystone of emotional intelligence
- Self-management or self-regulation: ability to keep disruptive
emotions and responses in check maintain standard of honesty and
integrity, take responsibility for and performance handle change and
be comfortable with novel ideas and approaches. - Motivation: emotional tendency of guiding and facilitating the
attainment of goals. - Empathy: understanding of others by being aware of their needs, perspective, feelings, concerns and sensing the developmental
needs of others. - Social skills: fundamental to emotional intelligence.
- Coined by Howard Gardner
- Focuses on how different intellectual abilities affect leadership.
1. Linguistic intelligence (word smart)
2. Logical mathematical intelligence (number/reasoning smart)
3. Spatial intelligence (picture smart)
4. Bodily Kinesthetic intelligence (body smart)
5. Musical intelligence (music smart)
6. Interpersonal intelligence (people smart)
7. Intrapersonal intelligence (Self smart)
8. Naturalist intelligence (nature smart)
MULTIPLE INTELLIGENCE IN NURSING LEADERSHIP
QUANTUM LEADERS
1. Offer creative and innovative solutions
2. Seek to discover education opportunities instead of relying on past methods of accommodating new nurses in work forces.
3. Provide mentoring opportunities and expect preceptorship,
quantum leaders can effectively help all involved to provide
better care for patients
- Ability to efficiently and effectively exercise authority and control through personal, organizational and social strengths.
POWER LEADERSHIP
BASES OF POWER
- Legitimate Power
✓ bestowed upon a leader by a given position in the hierarchy of an organization
✓ sanctioned by title such as director of nursing,
✓ Most obvious and most important kind of power. - Reward Power
✓ Derived from the manager’s ability to give rewards to the
subordinate for compliance with her orders or request
✓ Obvious but also ineffective if abused. - Coercive Power
✓ Based on leader’s ability to punish subordinate for non-
compliance with the directives
✓ Tends to be most obvious but least effective as it builds
resentment and resistance. - Expert Power
✓ Derived from special abilities or skills unique to the leaders.
✓ Ability to influence others through the possession of knowledge
or skills that are useful them
✓ Highly specific and limited to the particular area in which the
expert is trained and qualified. - Informational Power
✓ Derived from being well-informed and up-to-date,
✓ Those who possess this power does not have a strict need to
look part of a professional unlike that in expert power. - Referent Power (aka networking)
✓ Based on relationship and connections
✓ Ability of individual to attract others and build loyalty based on charisma and interpersonal skills
- Maslow: The father of humanistic psychology who theorized that
man’s various needs form a hierarchy starting with the more basic
needs - Relevance: Nurses should look to a patient’s basic needs before
she can take care of other needs. Likewise, the nurse must look into
her own basic minimum needs to ensure that she functions properly. - Abrahams Maslow’s address hierarchal needs:
1. Physiologic
2. Safety and security
3. Love and belongingness
4. Self-esteem
5. Self-actualization
MOTIVATION LEADERSHIP
Who develop Motivation Hygiene Theory
Ferdinand Herzberg
HYGIENE THEORY
TWO (2) FACTOR THEORY
- Hygiene factor: negatively influence people
- Motivation factor: can result to satisfaction and psychological growth
Hygienic Factor
Motivation Factor
HYGIENIC FACTOR
- Adequate salary
- Appropriate supervision
- Good interpersonal relations
- Safe and tolerable working
conditions
MOTIVATION FACTOR
- Satisfying meaningful
work
- Opportunity for
advancement and achievement
- Appropriate responsibility
- Adequate recognition.
Developed human relations school of management. Theory X and Y
Douglas McGregor
THEORY X THEORY Y
THEORY X
- Man is lazy
- Unmotivated
- Irresponsible
- Unintelligent
- Not interested to work
THEORY Y
- Man is responsible
- Creative
- Self-possessed
- Self-directed
- A problem solver
- William G. Ouchi: Japanese sociologist who expanded and
enlarged theory Y with so called ________ which focuses on finding better ways to motivate people in order to increase worker satisfaction and therefore productivity
THEORY Z
SEVEN (7) BASIC CRITERIA “SEVEN S”
(HARD “S”)
* Superordinate goals: those which hold the organization together
* Strategy: methods of doing things
* Structure: concern with the physical plant and facilities
* Systems: coherence of all parts of the organization for a common goal
(SOFT “S”)
* Staffs: concern for the right people to do the job.
* Skills: developing and training people
* Style: Manner of handling peers, subordinates and superiors
ELEMENTS OF THEORY Z
- Collective decision making
- Long term employment
- Slower but more predictable promotions
- Indirect supervision
- Holistic concern for employees
PRINCIPLES OF MANAGEMENT
- Will serve as guide for managers for effective and efficient practice
1. Authority
o Right to give orders and the power to exact obedience.
2. Specialization or labor
o Specialization encourages continuous improvement in
skills and the deviation and improvement in methods.
3. Discipline
o No lacking, bending of rules. The workers should be
obedient and respectful of the organization.
4. Unity of Command
o Each employee has one and only boss to give instructions
or assignments.
5. Unity of Directions
o A single mind generates a single plan all together part in
that plan but only one person is in-charge of the group’s
activity.
6. Subordination of Individual Interest
o When at work they should be pursued or thought about.
The needs of the patient must take precedence over the
staff nurses personal needs in the same manner that a
leader should be concerned with the needs of the unit
patient and subordinates.
7. Remuneration
o Employees receive fair payment or compensation for
services, not what the company can get away with.
8. Centralization of Authority
o Consolidation of management function decisions are
made from the top produce uniformly of action, utilize
experts, and reduces risk of errors in the performance of
the task.
9. Chain of Command (line of authority)
o Authority is concentrated only in a few hands
o Subordinates will have no authority (power) to carry out
their responsibility (duties)
10. Decentralization of Authority
o Focuses on importance of human elements. Increases
motivation of nurses at lower levels since they tasked to
participate in decision making.
11. Material and Social Order
o All materials and personnel have prescribed values and
places, embodied in the institutions policies and
regulations.
12. Equity & Justice
o Fair and just treatment (but not necessarily identical
treatment)
o No favoritism
13. Personnel Tenure
o Limited turnover of personnel. Lifetime employment for good workers. Granting security of tenure of permanent status after as satisfactory performance.
14. Initiative
o Thinking out of plan and do what it takes to make it
happen.
15. Scalar Chain
o Interconnectedness of people within the organization from
top to bottom.
16. Hierarchy
o Line of Authority
17. Motivation of Personnel
o Nurses are rational beings and must be allowed to work
their minds in problem solving and decision making
18. Espirit de Corps
o Harming, cohesion among personnel. The principles of
unity of command should be observed and the dangers of
divide and rule and the abuse of written communication
should be avoided.
