Cebu Normal University College of Nursing Graduate Studies

LEADERSHIP
LN 4005 Organizational Theory and Leadership

By NEILANI P. ALEJANDRINO, RN

MRS. SARA V. SANCHEZ, RN, MN

PROFESSOR

What is Leadership Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal. Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions. According to Keith Davis, Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals. Characteristics of Leadership 1. It is a inter-personal process in which a manager is into influencing and guiding workers towards attainment of goals. 2. It denotes a few qualities to be present in a person which includes intelligence, maturity and personality. 3. It is a group process. It involves two or more people interacting with each other. 4. A leader is involved in shaping and moulding the behaviour of the group towards accomplishment of organizational goals. 5. Leadership is situation bound. There is no best style of leadership. It all depends upon tackling with the situations. Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. The following points justify the importance of leadership in a concern.
1. Initiates action- Leader is a person who starts the work by

communicating the policies and plans to the subordinates from where the work actually starts. 2. Motivation- A leader proves to be playing an incentive role in the concerns working. He motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates. 3. Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates. Guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently. 4. Creating confidence- Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems.

5. Building morale- Morale denotes willing co-operation of the

employees towards their work and getting them into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals. 6. Builds work environment- Management is getting things done from people. An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms. 7. Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals. This synchronization can be achieved through proper and effective co-ordination which should be primary motive of a leader. A leader has got multidimensional traits in him which makes him appealing and effective in behavior. The following are the requisites to be present in a good leader:
1. Physical appearance- A leader must have a pleasing appearance. 2.

3.

4.

5.

6.

7.

Physique and health are very important for a good leader. Vision and foresight- A leader cannot maintain influence unless he exhibits that he is forward looking. He has to visualize situations and thereby has to frame logical programmes. Intelligence- A leader should be intelligent enough to examine problems and difficult situations. He should be analytical who weighs pros and cons and then summarizes the situation. Therefore, a positive bent of mind and mature outlook is very important. Communicative skills- A leader must be able to communicate the policies and procedures clearly, precisely and effectively. This can be helpful in persuasion and stimulation. Objective- A leader has to be having a fair outlook which is free from bias and which does not reflects his willingness towards a particular individual. He should develop his own opinion and should base his judgement on facts and logic. Knowledge of work- A leader should be very precisely knowing the nature of work of his subordinates because it is then he can win the trust and confidence of his subordinates. Sense of responsibility- Responsibility and accountability towards an individuals work is very important to bring a sense of influence. A leader must have a sense of responsibility towards organizational goals because only then he can get maximum of capabilities exploited in a real sense. For this, he has to motivate himself and arouse and urge to give best of his abilities. Only then he can motivate the subordinates to the best.

8. Self-confidence and will-power- Confidence in himself is important

to earn the confidence of the subordinates. He should be trustworthy and should handle the situations with full will power. (You can read more about Self-Confidence at : Self Confidence - Tips to be Confident and Eliminate Your Apprehensions). 9. Humanist-This trait to be present in a leader is essential because he deals with human beings and is in personal contact with them. He has to handle the personal problems of his subordinates with great care and attention. Therefore, treating the human beings on humanitarian grounds is essential for building a congenial environment. 10. Empathy- It is an old adage Stepping into the shoes of others. This is very important because fair judgement and objectivity comes only then. A leader should understand the problems and complaints of employees and should also have a complete view of the needs and aspirations of the employees. This helps in improving human relations and personal contacts with the employees. Leadership and management are the terms that are often considered synonymous. It is essential to understand that leadership is an essential part of effective management. As a crucial component of management, remarkable leadership behaviour stresses upon building an environment in which each and every employee develops and excels. Leadership is defined as the potential to influence and drive the group efforts towards the accomplishment of goals. This influence may originate from formal sources, such as that provided by acquisition of managerial position in an organization. A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop and begin strategies that build and sustain competitive advantage. Organizations require robust leadership and robust management for optimal organizational efficiency. Differences between Leadership and Management Leadership differs from management in a sense that: 1. While managers lay down the structure and delegates authority and responsibility, leaders provides direction by developing the organizational vision and communicating it to the employees and inspiring them to achieve it. 2. While management includes focus on planning, organizing, staffing, directing and controlling; leadership is mainly a part of directing function of management. Leaders focus on listening, building relationships, teamwork, inspiring, motivating and persuading the followers. 3. While a leader gets his authority from his followers, a manager gets his authority by virtue of his position in the organization. 4. While managers follow the organizations policies and procedure, the leaders follow their own instinct.

5. Management is more of science as the managers are exact, planned, standard, logical and more of mind. Leadership, on the other hand, is an art. In an organization, if the managers are required, then leaders are a must/essential. 6. While management deals with the technical dimension in an organization or the job content; leadership deals with the people aspect in an organization. 7. While management measures/evaluates people by their name, past records, present performance; leadership sees and evaluates individuals as having potential for things that cant be measured, i.e., it deals with future and the performance of people if their potential is fully extracted. 8. If management is reactive, leadership is proactive. 9. Management is based more on written communication, while leadership is based more on verbal communication. Leadership and managership are two synonymous terms is an incorrect statement. Leadership doesnt require any managerial position to act as a leader. On the other hand, a manager can be a true manager only if he has got the traits of leader in him. By virtue of his position, manager has to provide leadership to his group. A manager has to perform all five functions to achieve goals, i.e., Planning, Organizing, Staffing, Directing, and Controlling. Leadership is a part of these functions. Leadership as a general term is not related to managership. A person can be a leader by virtue of qualities in him. For example: leader of a club, class, welfare association, social organization, etc. Therefore, it is true to say that, All managers are leaders, but all leaders are not managers. A leader is one who influences the behavior and work of others in group efforts towards achievement of specified goals in a given situation. On the other hand, manager can be a true manager only if he has got traits of leader in him. Manager at all levels are expected to be the leaders of work groups so that subordinates willingly carry instructions and accept their guidance. A person can be a leader by virtue of all qualities in him. 10. Leaders and Managers can be compared on the following basis: Basis Manager Leader

Origin

A person becomes a manager by virtue of his position.

A person becomes a leader on basis of his personal qualities.

Formal Rights

Manager has got formal rights in an

Rights are not available to a leader.

organization because of his status.

Followers

The subordinates are the followers of managers.

The group of employees whom the leaders leads are his followers.

Functions

A manager performs all five functions of management.

Leader influences people to work willingly for group objectives.

Necessity

A manager is very essential to a concern.

A leader is required to create cordial relation between person working in and for organization.

Stability

It is more stable.

Leadership is temporary.

Mutual Relationship

All managers are leaders.

All leaders are not managers.

Accountability

Manager is accountable for self and subordinates behaviour and performance.

Leaders have accountability.

no

well

defined

Concern

A managers concern organizational goals.

is

A leaders concern is group goals and members satisfaction.

Followers

People follow manager by virtue of job description.

People follow them on voluntary basis.

Role continuation

A manager can continue in office till he performs his duties satisfactorily in congruence with organizational goals.

A leader can maintain his position only through day to day wishes of followers.

Sanctions

Manager has command over allocation and distribution of sanctions.

A leader has command over different sanctions and related task records. These sanctions are essentially of informal nature.

REACTION: Aside from all of these qualities of being a good leader, Ive learned that humility is the most important key of being a leader and of course with the combination of the above characteristics. Humility makes the employees respect and admire their leader. By idolizing their leaders, the workers follow their rules, imitate their actions and do their best to be efficient and effective like their leaders. Thats the one important thing that leaders have and which managers dont have. A leader hires a manager, not the other way around. Just like the appointed leaders in our country. They are leaders because they are elected by the people. They have qualities and charisma which people admired thats why they were elected. Therefore, as leaders, they get their authority in the government from the people. Leaders concern is more on meeting the goals of the people, or the objective

of the group, unlike the managers whose main goal is the organizations objectives. With this topic, I would say, its hard to become a leader. It needs skill, charisma, admirable qualities, perceptive, good decision making and positive outlook in life.

Cebu Normal University College of Nursing Graduate Studies

DELEGATION AND TEAMWORK

LN 4005 Organizational Theory and Leadership

By NEILANI P. ALEJANDRINO, RN

MRS. SARA V. SANCHEZ, RN, MN

PROFESSOR

Successful Delegation Using the Power of Other People's Help Even "Super-You" needs help and support. There is no shame in asking for assistance. Push aside the pride and show respect for the talent others can bring to the table. And, remember that there is no such thing as a single-handed success: When you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights. - Author Unknown. Do you feel stressed and overloaded? Or that your career seems stalled? If so, then you may need to brush up your delegation skills! If you work on your own, there's only a limited amount that you can do, however hard you work. You can only work so many hours in a day. There are only so many tasks you can complete in these hours. There are only so many people you can help by doing these tasks. And, because the number of people you can help is limited, your success is limited. However, if you're good at your job, people will want much more than this from you. This can lead to a real sense of pressure and work overload: You can't do everything that everyone wants, and this can leave you stressed, unhappy, and feeling that you're letting people down. On the positive side, however, you're being given a tremendous opportunity if you can find a way around this limitation. If you can realize this opportunity, you can be genuinely successful!

One of the most common ways of overcoming this limitation is to learn how to delegate your work to other people. If you do this well, you can quickly build a strong and successful team of people, well able to meet the demands that others place. This is why delegation is such an important skill, and is one that you absolutely have to learn! Why People Don't Delegate To figure out how to delegate properly, it's important to understand why people avoid it. Quite simply, people don't delegate because it takes a lot of up-front effort. After all, which is easier: designing and writing content for a brochure that promotes a new service you helped spearhead, or having other members of your team do it? You know the content inside and out. You can spew benefit statements in your sleep. It would be relatively straightforward for you to sit down and write it. It would even be fun! The question is, "Would it be a good use of your time?" While on the surface it's easier to do it yourself than explain the strategy behind the brochure to someone else, there are two key reasons that mean that it's probably better to delegate the task to someone else: First, if you have the ability to spearhead a new campaign, the chances are that your skills are better used further developing the strategy, and perhaps coming up with other new ideas. By doing the work yourself, you're failing to make best use of your time. Second, by meaningfully involving other people in the project, you develop those people's skills and abilities. This means that next time a similar project comes along, you can delegate the task with a high degree of confidence that it will be done well, with much less involvement from you. Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organization. When to Delegate Delegation is a win-win when done appropriately, however that does not mean that you can delegate just anything. To determine when delegation is most appropriate there are five key questions you need to ask yourself: Is there someone else who has (or can be given) the necessary information or expertise to complete the task? Essentially is this a task that someone else can do, or is it critical that you do it yourself? Does the task provide an opportunity to grow and develop another person's skills? Is this a task that will recur, in a similar form, in the future? Do you have enough time to delegate the job effectively? Time must be available for adequate training, for questions and answers, for opportunities to check progress, and for rework if that is necessary. Is this a task that I should delegate? Tasks critical for long-term success (for example, recruiting the right people for your team) genuinely do need your attention.

If you can answer "yes" to at least some of the above questions, then it could well be worth delegating this job. 1. Other factors that contribute to the delegability of a task include: The project's timelines/deadlines.

How much time is there available to do the job? Is there time to redo the job if it's not done properly the first time? What are the consequences of not completing the job on time? Your expectations or goals for the project or task(s), including:

2.

How important is it that the results are of the highest possible quality? Is an "adequate" result good enough? Would a failure be crucial? How much would failure impact other things?

1.

That being said, having all these conditions present is no guarantee that the delegated task will be completed successfully either. You also need to consider to whom you will delegate the task and how you will do it. The Who and How of Delegating Having decided to delegate a task there are some other factors to consider as well. As you think these through you can use our free Delegation Worksheet to keep record of the tasks you choose to delegate and who you want to delegate them to. To Whom Should You Delegate? The factors to consider here include: The experience, knowledge and skills of the individual as they apply to the delegated task.

What knowledge, skills and attitude does the person already have? Do you have time and resources to provide any training needed? The individual's preferred work style.

2.

How independent is the person? What does he or she want from his or her job? What are his or her long-term goals and interest, and how do these align with the work proposed? The current workload of this person.

3.

Does the person have time to take on more work? Will you delegating this task require reshuffling of other responsibilities and workloads?

When you first start to delegate to someone, you may notice that he or she takes longer than you do to complete tasks. This is because you are an expert in the field and the person you have delegated to is still learning. Be patient: if you have chosen the right person to delegate to, and you are delegating correctly, you will find that he or she quickly becomes competent and reliable. How Should You Delegate? Use the following principles to delegate successfully: Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:

1. 2.

Wait to be told what to do? Ask what to do? Recommend what should be done, and then act? Act, and then report results immediately? Initiate action, and then report periodically? Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when. Match the amount of responsibility with the amount of authority. Understand that you can delegate some responsibility, however you can't delegate away ultimate accountability. The buck stops with you! Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task, because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency, and helps to develop people. Provide adequate support, and be available to answer questions. Ensure the project's success through ongoing communication and monitoring as well as provision of resources and credit. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done: Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and processes. This facilitates success and trust.

3. 4.

5.

6.

7.

8.

Avoid "upward delegation". If there is a problem, don't allow the person to shift responsibility for the task back to you: ask for recommended solutions; and don't simply provide an answer. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved. Establish and maintain control.

9.

10.

Discuss timelines and deadlines. Agree on a schedule of checkpoints at which you'll review project progress. Make adjustments as necessary. Take time to review all submitted work.

In thoroughly considering these key points prior to and during the delegation process you will find that you delegate more successfully. Keeping Control Now, once you have worked through the above steps, make sure you brief your team member appropriately. Take time to explain why they were chosen for the job, what's expected from them during the project, the goals you have for the project, all timelines and deadlines and the resources on which they can draw. And agree a schedule for checking-in with progress updates. Lastly, make sure that the team member knows that you want to know if any problems occur, and that you are available for any questions or guidance needed as the work progresses. We all know that as managers, we shouldn't micro-manage. However, this doesn't mean we must abdicate control altogether: In delegating effectively, we have to find the sometimes-difficult balance between giving enough space for people to use their abilities to best effect, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively. The Importance of Full Acceptance When delegated work is delivered back to you, set aside enough time to review it thoroughly. If possible, only accept good quality, fully-complete work. If you accept work you are not satisfied with, your team member does not learn to do the job properly. Worse than this, you accept a whole new tranche of work that you will probably need to complete yourself. Not only does this overload you, it means that you don't have the time to do your own job properly. Of course, when good work is returned to you, make sure to both recognize and reward the effort. As a leader, you should get in the practice of complimenting members of your team every time you are impressed by what they have done. This effort on your part will go a long way toward building team member's selfconfidence and efficiency, both of which will be improved on the next delegated task; hence, you both win. Key Points: At first sight, delegation can feel like more hassle than it's worth, however by delegating effectively, you can hugely expand the amount of work that you can deliver.

When you arrange the workload so that you are working on the tasks that have the highest priority for you, and other people are working on meaningful and challenging assignments, you have a recipe for success. To delegate effectively, choose the right tasks to delegate, identify the right people to delegate to, and delegate in the right way. There's a lot to this, but you'll achieve so much more once you're delegating effectively!

Reaction: To succeed in the business, a manager or leader should delegate their jobs, learn to trust their employees or workers in order to accomplish goals. He cannot do everything in an organization or business, therefore each task should be delegated to different people or department. Of course, a good relationship and teamwork is very essential in order to avoid chaos. Thats why a manager should learn the skills in employing good people, should screen every applicants when hiring people, in order to post skilled and trustworthy employees. Every business need to expand, hire more workers, produce more outputs, increase number of consumers and so on, thats why every year, a progressive company hires more people, thus delegates the task to other departments or new sets of employees. With the increasing number of employees, teamworks should be very important, to maintain an organize, unchaotic and good personnel relationship with the people in the organization. And leads to a good and harmonious flow of transactions within the company, and helps also in a more progressive, productive output.