Chapter 2: Leadership Theory
Learning Outcome 1
Identify major leadership theories.
Concepts for Lecture
1. Leadership is not easily defined or measured, because it is a complex and
multidimensional concept including intrapersonal, interpersonal, intergroup, and
2. Great Man Theory stems from the old belief that leadership was considered a birthright,
3. Trait Theory states that leadership exists as an attribute of a personality; an individual is a
4. Situational Theory suggests a leader’s traits can differ according to varying situations,
thus no single personality typifies a leader. Leadership is a relationship that exists among
people in a social situation, so a person could be a leader in one situation and not in
another.
Contingency Model (1965) is an example of leadership effectiveness based on
situational theory; it is a complex, three-component model of a given situation that makes
it possible to predict the most productive leadership style through analysis of
components. The components are:
5. A New Theory of leadership is based on interviews from 90 leaders in order to discover
what is common between them. Strategies found to be similar:
a. Attention through vision: ability to create a clear picture of an outcome; results-
oriented
b. Meaning through communication: ability to turn vision into images others can
6. Endorsed by some leadership scholars, Transformational Leadership proposes that leader
and followers have the same purpose, and they help each other to higher levels of
7. Connective Leadership is a multidimensional leadership model that focuses on caring
8. Seven Lessons of Leadership, a book written by David Gergen, identifies lessons learned
that he observed while serving for four presidents:
a. Leadership starts from within: mastery of oneself before mastering others.
PowerPoint Slides
1. Leadership
• Not easily defined or measured
2. Great Man Theory
3. Trait Theory
4. Situational Theory
• No single personality typifies a leader; traits differ according the situation.
• Leadership is a relationship existing among people in a social situation, so a
person could be a leader in one situation and not in another.
• Contingency Model (1965) based on Situational Theory
o Three-component model of a given situation
o Gives ability to predict the most productive leadership style through
analysis of components.
o Components
5. New Theory
• Based on interviews from 90 leaders to find what is common between them
6. Transformational leadership
• Leaders and followers have same purpose, and help each other to better their
performance.
• Relies on cooperation and mutuality.
7. Connective leadership
• Developed by Jean Lipman-Blumer
8. Seven lessons of leadership
• A book written by David Gergen
• Identifies seven lessons learned while he served under four presidents.
o Leadership starts from within.
o Central compelling purpose or ability to convey a major idea
Figure 2-3: Leader Behavior
Suggestions for Classroom Activities
• Assign each student in the class a leadership theory to research. Then have them bring
Reference
• Murphy, M.M., and DeBack, V. (1991). Today’s nursing leaders creating the vision.
Nursing Administration Quarterly, 16, 78–80.
Learning Outcome 2
Differentiate leadership theory from leadership development.
Concepts for Lecture
2. Leadership development is the process of an individual’s becoming a leader, which
PowerPoint Slides
1. Leadership theory
2. Leadership development
• Process of an individual’s becoming a leader
• Begins with an understanding of oneself.
Suggestions for Classroom Activities
• Have an in-class discussion to clarify the difference between leadership theory and
Learning Outcome 3
Identify traits most associated with leadership.
Concepts for Lecture
1. Common personality traits identify a leader who has the capability to influence a group
2. Leadership style
a. Autocratic: dictatorial; leader makes all decisions; subordinates have no influence
in decision-making process.
3. Leadership behaviors refer to a variety of behaviors a leader may enact to meet a goal and
correspond with different leadership styles; they are:
a. Telling: when the leader decides the course of action without consulting the group
b. Selling: persuading; leader makes a decision without consulting the group, but
tries to appeal to the group. Elements of selling an idea include:
i. Understanding the power of numbers;
c. Testing: Leader identifies a problem and proposes a tentative solution, but
consults the group before finalizing.
d. Consulting: Allows group to be involved with decision from the beginning; leader
4. Findings from an extensive transformational leadership survey by Kouzes and Posner
spans over 20 years, including a 75,000-person sample. Participants were asked to name
the top seven characteristics they look for in a leader. Some, but not all, of the
characteristics cited: honesty, determined, imaginative, broad-minded, inspiring,
ambitious, mature, loyal, and caring.
The authors also identify four actions for leadership:
a. Model the way: Refers to the power of role modeling.
PowerPoint Slides
1. Common leader personality traits
• Intelligence
2. Leadership style
3. Leadership behaviors correspond to leadership style
• Telling: what leader says, goes
4. Findings from Kouzes and Posner’s Transformational Leadership Survey
• Span over 20 years.
• 75,000-person sample
• Participants asked to name the top seven characteristics they look for in a leader
• Authors also identify four actions for leadership:
o Model the way.
Figure 2.1: Comparison of Leadership Style and Limiting Conditions
Case Study: Autocratic Leadership
Case Study: Need for Democratic Leadership
Appendix A: What Kind of Leader Am I?
Suggestions for Classroom Activities
• As a homework assignment, have students self-reflect and identify the dominant
leadership traits, both style and behavior, they elicit in different behaviors. Then ask
Reference
• Bagott, I., and Bagott, J. (May 2001). Think like a CEO: How to sell your ideas to
management. Metro Edition, 25–27. Retrieved October, 2001 from the World Wide
Web: http://www. nursingspectrum.com.
Learning Outcome 4
Analyze the process model of leadership.
Concepts for Lecture
1. Process model of leadership requires application of theory to determine the best possible
2. Stage 1 is analysis and problem identification, which categorizes elements of the
problem, which provides a framework to select the critical aspects from the broad
organizational influences and the actual problem. This stage is composed of the following
variables:
a. The event, or problem: begins the analytic process by asking whether the event is
isolated or occurs frequently; will suggest a simple or complex decision-making
process.
3. Stage 2 is determination of action after considering the factors that contribute to the
4. Stage 3 is the evaluation of action, or making a judgment that determines worth and value
of the results after action was taken to solve the problem based on the established criteria.
The aim is to reduce subjectivity and increase objectivity through measurable data.
Evaluation criteria should be compared in the framework of a variety of issues:
a. The acceptability of action for a particular setting
PowerPoint Slides
1. Process model of leadership
• Requires application of theory to determine best possible action.
2. Stage 1: analysis and problem identification
• Categorizes elements of the problem.
• Provides framework to select the critical aspects from the broad organizational
influences and the actual problem.
• Composed of the following variables:
o The event
3. Stage 2: determination of action
• Uses decision making after considering factors that contribute to the situation.
4. Stage 3: evaluation of action
• A judgment that determines the worth of the solution after action was taken based
on established criteria
• Aim to reduce subjectivity and increase objectivity through measurable data
• Evaluation criteria should be compared in the framework of a variety of issues:
o The acceptability of action for a particular setting
Table 2-3: Process model of leadership
Suggestions for Classroom Activities
• Create a typical health care situation that requires leadership, and then have the class (as
a whole) determine the proper decisions/actions for each step of the process model of
leadership in order to solve the situational problem.
Learning Outcome 5
Analyze the relationship between the behavioral–situational framework and leadership.
Concepts for Lecture
1. Leadership shares and uses the concepts of the behavioral–situational framework in the
decision-making process in order to solve a problem or achieve a goal, especially in the
process model of leadership.
As seen in chapter 1, a behavioral–situational framework is the necessary
PowerPoint Slides
1. Leadership and the behavioral–situational framework
• Leadership uses concepts of the framework in the decision-making process.
• Stages 1 and 2 in the process model of leadership utilize the following similar
criteria:
o Necessary behavior used to achieve a goal
Suggestions for Classroom Activities
• Have an in-class discussion analyzing the relationship between the behavioral–
situational framework and leadership. Encourage the students to share their ideas about
how the two concepts fit together.
GENERAL CHAPTER CONSIDERATIONS
1. Have students study and learn key terms listed at the beginning of the chapter.
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