Leadership Models

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Information about Leadership Models

Published on July 27, 2008

Author: pccampo

Source: slideshare.net

Description

An overview on several leadership models

Leadership NSTP – CWTS I AY 2008-09 UERMMMC College of Nursing

Definition PEOPLE INFLUENCE GOALS Leadership occurs among people; reciprocal; “people activity” Relationship among people is not passive; used to achieve goal; dynamic and involves the use of power Leadership is used to attain goals LEADERSHIP – the ability to influence people toward the attainment of goals . Nature of Leadership:

Leadership Traits Traits – distinguishing personal characteristics, such as intelligence, values and appearance. Personal Characteristics of Leaders: 1. Physical characteristics - activity, energy 2. Personality – alertness, personal integrity, originality, ethical conduct, creativity, self-confidence 3. Social background - mobility 4. Intelligence and ability - judgment, decisiveness, knowledge, fluency of speech

Traits – distinguishing personal characteristics, such as intelligence, values and appearance.

Personal Characteristics of Leaders:

1. Physical characteristics - activity, energy

2. Personality – alertness, personal integrity, originality, ethical conduct, creativity, self-confidence

3. Social background - mobility

4. Intelligence and ability - judgment, decisiveness, knowledge, fluency of speech

Leadership Traits (Cont.) Personal Characteristics of Leaders: 5. Work related character - achievement drive, desire to excel, drive for responsibility, responsibility in pursuit of goals task orientation. 6. Social characteristics - ability to enlist cooperation, prestige, cooperativeness, sociability, popularity, interpersonal skills, social participation, tact diplomacy

Personal Characteristics of Leaders:

5. Work related character - achievement drive, desire to excel, drive for responsibility, responsibility in pursuit of goals task orientation.

6. Social characteristics - ability to enlist cooperation, prestige, cooperativeness, sociability, popularity, interpersonal skills, social participation, tact diplomacy

Leadership vs. Management LEADERSHIP Management Comes from personal sources that are not as invested in the organization e.g. personal interest, goals, values Comes from organizational structures Promotes vision, creativity, and change in the organization Promotes stability, order, and problem solving within the structure

Leader vs. Manager Manager (mind) Deliberate Authoritative Stabilizing Position Power Rational Consulting Persistent Problem-solving Tough-minded Analytical Structured Courageous Imaginative Experimental Initiate change Personal power Visionary Passionate Creative Flexible Inspiring Innovative Leader (soul)

Comparison of Leadership Styles Is primarily concerned with human relations & teamwork Fosters communication that is open & usually two-way Creates a spirit of collaboration & joint effort that results in staff satisfaction Democratic (participative) Concerned with task accomplishment rather than relationships Use directive behavior Makes decision alone Expects respect & obedience of staff Lacks group support generated by participation Exercise power with coercion Proves useful (even necessary) in crisis situations Authoritarian (autocratic) Leader Characteristics Leadership Style

Is primarily concerned with human relations & teamwork

Fosters communication that is open & usually two-way

Creates a spirit of collaboration & joint effort that results in staff satisfaction

Concerned with task accomplishment rather than relationships

Use directive behavior

Makes decision alone

Expects respect & obedience of staff

Lacks group support generated by participation

Exercise power with coercion

Proves useful (even necessary) in crisis situations

Comparison of Leadership Styles Lacks a sense of security & depends on established policies & rules Exercises power by applying fixed, relatively inflexible rules Tends to relate impersonally to staff Avoids decision making without standards or norms for guidance Bureaucratic Tends to have few established policies abstains from leading Is not generally useful in highly structured organizations Permissive (laissez-faire) Leader Characteristics Leadership Style

Lacks a sense of security & depends on established policies & rules

Exercises power by applying fixed, relatively inflexible rules

Tends to relate impersonally to staff

Avoids decision making without standards or norms for guidance

Tends to have few established policies abstains from leading

Is not generally useful in highly structured organizations

Six Emotional Leadership Styles (from Daniel Goleman, Richard Boyatzis and Annie McKee, in Primal Leadership ) Crisis situations, unresponsive members Has powerful stance, gives clear and decisive directions, commanding and expecting full compliance May seem cold and distant Commanding Leader Results from a motivated and competent team Builds challenges and exciting goals for people, expecting and showing excellence Tend to be low on guidance, may lead to exhaustion and decline Pace-setting Leader Gaining inputs and approval of members Values member inputs and participation May lead to indecision Democratic Leader Healing rifts, getting through stressful situations Creates harmony within the organization Very collaborative, focuses on emotional needs over work needs May avoid emotionally-distressing situations Affiliative Leader Building long-term capabilities Connects wants to organizational goals, helps in identifying strengths & weaknesses Good at delegation, leads to loyalty May look like micro-managing when done badly Coaching Leader When new direction is needed Motivates members to struggle forward, tells them where to go but not how to get there Openly shares information May fail when motivating more experienced peers Visionary Leader Best for Traits Style

Has powerful stance, gives clear and decisive directions, commanding and expecting full compliance

May seem cold and distant

Builds challenges and exciting goals for people, expecting and showing excellence

Tend to be low on guidance, may lead to exhaustion and decline

Values member inputs and participation

May lead to indecision

Creates harmony within the organization

Very collaborative, focuses on emotional needs over work needs

May avoid emotionally-distressing situations

Connects wants to organizational goals, helps in identifying strengths & weaknesses

Good at delegation, leads to loyalty

May look like micro-managing when done badly

Motivates members to struggle forward, tells them where to go but not how to get there

Openly shares information

May fail when motivating more experienced peers

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