Nursing Today, Classical Views of

Leadership and Management

NURS407
NURSING LEADERSHIP AND MANAGEMENT

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9th edition Copyright © 2017 Wolters Kluwer..
PRECIOUS CHISOM UZOEGHELU
The new managerial responsibilities placed on organized nursing
services call for nurse administrators who are knowledgeable, skilled,
and competent in all aspects of management.
Now more than ever, there is a greater emphasis on the business of
health care, with managers being involved in the financial and
marketing aspects of their respective departments.
Managers are expected to be skilled communicators, organizers, and
team builders and to be visionary and proactive in preparing for
emerging new threats such as domestic terrorism, biological warfare,
and global pandemics.
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Moreover, ensuring successful recruitment, creating shared governance
models, and maintaining high-quality practice depends on successful
interprofessional team building, another critical leadership skill in
contemporary health-care organizations.
This challenging and changing health-care system requires leader-
managers to use their scarce resources appropriately and to be visionary
and proactive in planning for challenges yet to come.

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Given current health-care system and organizational complexity, most
21st-century nurse leader-managers will need to improve and add to
their leadership skill toolbox to meet emerging challenges in the coming
decade.
In addition, they will be required to embrace new roles in new settings.
Some leader-managers however will undoubtedly try to use a traditional
top-down hierarchical approach in leading and managing others but will
likely find that it no longer works well, if at all.
Instead, they must seek out more participatory, transdisciplinary, and
collaborative models which are not easy to develop.
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Strengths-Based Leadership and the Positive
Psychology Movement
Strengths-based leadership, which grew out of the positive psychology
movement (began in the late 1990s), focuses on the development or
empowerment of workers strengths as opposed to their weaknesses or
areas of needed growth.
Thus, strengths-based leadership is part of the development of positive
organizational structure, which focuses on successful performance that
exceeds the norm and embodies an orientation toward strengths and
developing collective efficacy in organizations.

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Effective leaders create teams that have a balance of
strengths in the following four leadership domains:
• Strategic Thinking: Effective leaders keep everyone focused on a
long-term future.
• Influence: Effective leaders can sell ideas, develop political support,
and get people to rally behind a project or an initiative.
• Relationship Building: Effective leaders are able to unite a group of
disparate individuals into a team that works toward a common goal.
• Execution: Effective leaders know how to get things done by
translating plans into action.

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Effective leaders understand their follower’s
needs; the most common needs are;
• Trust: Nothing happens without a sense of trust between leaders and
followers.
• Compassion: Followers want to know that their leaders care about
them.
• Stability: Followers want leaders who they can depend on.
• Hope: Followers want to feel positive about their future prospects.

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Assessing Your Strengths-Based Leadership Skills
• Do you have a good understanding of your personal strengths and
weaknesses?
• What are your top three strengths and are you using them on a daily basis?
• Are you deliberately investing in your strengths?
• Are you building a team that compensates for your weaknesses?
• Do you select team members for their leadership strengths as opposed to their knowledge and technical expertise?
• Are you developing your team members’ strengths?
• What is the level of trust between you and your team?
• Does your team feel that you care for them on a personal level?
• Does your team know what to expect from you?
• Is your team inspired by a positive future?

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Level 5 Leadership
The concept of Level 5 Leadership was developed by Jim Collins and published in his
classic book, Good to Great: Why Some Companies Make the Leap . . . and Others Don’t (Collins, 2001).
Collins (2001) studied 1,435 companies to determine what separates great companies from
good companies.
What he found was that five levels of leadership skill may be present in any organization.
Truly great organizations, however, typically have leaders who possess the qualities found
in all five levels.
Thus, not only do Level 5 leaders have the knowledge to do the job but they also have team
building skills and can help groups achieve shared goals.
They also though demonstrate humility and seek success for the team, rather than for self-
serving purposes, a core component of another 21st-century leadership theory known as
Servant Leadership.
Level 5 leaders also know when to ask for help, accept responsibility for the errors they or
their team make, and are incredibly disciplined in their work.

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Level 1: Highly Capable Individual Leader makes high-quality contributions
to their work; possesses useful levels of knowledge; and has the talent and
skills needed to do a good job.
Level 2: Contributing Team Member Leader uses knowledge and skills to
help their team succeed; works effectively, productively, and successfully
with other people in their group.
Level 3: Competent Manager Leader is able to organize a group effectively to
achieve specific goals and objectives.
Level 4: Effective Leader is able to galvanize a department or organization to
meet performance objectives and achieve a vision.
Level 5: Great Leader has all of the abilities needed for the other four levels,
plus a unique blend of humility and will that is required for true greatness

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Servant Leadership
Although Greenleaf (1977) developed the idea of servant leadership more
than 35 years ago, it continues to greatly influence leadership thinking in the
21st century.
In more than four decades of working as director of leadership development
at AT&T, Greenleaf noticed that most successful managers lead in a different
way from traditional managers.
These managers, which he termed servant leaders, put serving others,
including employees, customers, and the community, as the number one
priority.
Thus, servant leaders are more concerned with the needs of other than
themselves and lead through their service (Gill, 2015).
In addition, servant leaders foster a service inclination in others that promotes
collaboration, teamwork, and collective activism.

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Defining Qualities of Servant Leaders
➢The ability to listen on a deep level and to truly understand
➢The ability to keep an open mind and hear without judgment
➢The ability to deal with ambiguity, paradoxes, and complex issues
➢The belief that honestly sharing critical challenges with all parties and
asking for their input is more important than personally providing solutions
➢Being clear on goals and good at pointing the direction toward goal
achievement without giving orders
➢The ability to be a servant, helper, and teacher first and then a leader
Always thinking before reacting
➢Choosing words carefully so as not to damage those being led
➢The ability to use foresight and intuition Seeing things whole and sensing
relationships and connections
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• An important part of servant
leadership is the servant
leader’s ability to create a
service inclination in others.
In doing so, more leaders are
created for the organization.

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New Thinking About Leaders and Followers
Many contemporary scholars have expanded on Greenleaf’s work
(1977), particularly in terms of how followers influence the actions of
the leader. Although the positive effect of followers on leaders has been
fairly well described in most discussions of transformational leadership,
less has been said about potential negative impacts.
For example, followers can and do mislead leaders, whether
intentionally or not, as noted in principal agent theory.
Leaders can counteract this, however, by focusing on vision, cultivating
truth telling, and making sure followers feel they can disagree, although
this risk can never be fully overcome.
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