2. Behavioral Theory
In the behavioural view of leadership, personal traits provide
only foundation for leadership; real leaders are made through
education, training, and life experiences.
Effective Leaders acquire a pattern of learned behaviours.
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3. Kurt Lewins
Behavioral Theory – 1st Theorist
• (September 9, 1890 – February 12, 1947)
• German-American psychologist,
• One of the modern pioneers of social, organizational, and applied
psychology.
• Recognized as the "founder of social psychology" and was one of the
first to study group dynamics and organizational development.
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4. Kurt Lewins
Behavioral Theory – 1st Theorist
LEADERSHIP CLIMATES
1.Autocratic (Paternalistic)
2.Democratic (Participative)
3.Laissez – faire (Permissive)
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5. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership
Assumes that individuals are motivated by external
forces; therefore, the leader makes all decisions and
directs the followers’ behaviour.
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7. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership (Benefits)
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Quick Decision Making
Absolute Control
Focused Targets
Close Supervision
Maintains Order & Discipline
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8. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership (Downfall)
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•
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Excessive Leader Dependence
One way communication
Fearful and devalued Employees
Exploitation of Employees
High Staff Turnover and Absenteeism
Low Employee Morale
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9. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership
Common Characteristics?
Implications to Nursing Settings?
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10. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership
Assumes that individuals are motivated by
internal forces; leader uses participation and
majority rule to get work done.
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12. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership (Benefits)
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•
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Reduced Communication Gap
All ideas are welcome and considered
Positive working environment
Reduced Employee turnover
Leadership skills are developed
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13. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership (Downfall)
• Managers tend to please the subordinates
• Long process for decision making
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14. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership
Common Characteristics?
Implications to Nursing Settings?
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15. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership
Assumes that individuals are motivated by
internal forces and should be left alone to
complete facilitation.
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17. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership(Benefits)
• No work for the leader
• Allows the visionary workers the opportunity to do what they
want to do, free from interference.
• Frustration may force others into leadership roles.
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18. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership (Downfall)
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Less Group satisfaction
Less Group productivity & Poorer quality of work
Less personal growth
Jobs fall back on someone else or are not completed
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19. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership
How is this significant?
Implications to Nursing Settings?
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20. Jenkins and Henderson
Behavioral Theory – 2nd Theorist
Bureaucrat Leadership
Assumes that individuals are motivated by
external forces; leader trusts neither followers
nor self to make decisions and therefore relies
on organizational policies and rules.
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22. Jenkins and Henderson
Behavioral Theory – 2nd Theorist
Bureaucratic Leadership(Benefits)
• Very useful in organizations where employees do routine
tasks
• Ensure safety and accuracy and increase security and
minimize malpractice
• Ensure strict adherence to policies such as financial
handling
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23. Jenkins and Henderson
Behavioral Theory – 2nd Theorist
Bureaucratic Leadership (Downfall)
• Inflexible; work habit forms are hard to break, especially if
they are no longer useful.
• Does not promote creativity, innovation, advancement of
skills and knowledge.
• Cause resentment as the expertise, qualifications, and
advices of followers/team members are not valued in this
approach.
How is this significant?
Implications to Nursing Settings?
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25. Comparison
Autocratic
Democratic
Concerned with task
accomplishment rather
than relationships.
Makes decisions alone
Expects respect and
obedience of staff.
Lacks group support
generated by
participation.
Exercises power with
coercion.
Proves useful (even
necessary) in crisis
situation.
Is primarily concerned
with human relations
and teamwork.
Fosters
communication that is
open and usually twoway.
Creates a spirit of
collaboration and joint
effort that results in
staff satisfaction
Laissez Faire
Bureaucratic
Tends to have few
Lack a sense of
established policies;
security and depends
abstains from leading.
on established policies
Is not generally useful
and rules.
Exercises power by
in highly structured
organizations. (e.g.,
applying fixed, relatively
health care institutions)
inflexible rules.
Tends to relate
impersonally to staff
Avoids decision-making
without standards or
norms for guidance.
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26. Douglas McGregor
Behavioral Theory – 3rd Theorist
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(1906 – 1 October 1964).
• Management professor at the MIT Sloan School of Management
• President of Antioch College from 1948 to 1954.
• He also taught at the Indian Institute of Management Calcutta.
• His 1960 book The Human Side of Enterprise had a profound
influence on education practices.
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28. Douglas McGregor
Behavioral Theory – 3rd Theorist
X Theory (-)
Assumes that people dislike work and will avoid
it; consequently, workers must be directed,
controlled, coerced, and threatened so that
organizational goals can be met.
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29. Douglas McGregor
Behavioral Theory – 3rd Theorist
Y Theory (+)
It is the manager’s assumption that people do not inherently dislike work
and that work can be a source of satisfaction. Theory Y managers
assume that workers have the self direction and self-control
necessary for meeting theirs objectives and will respond to rewards
for the accomplishment of those goals.
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