Module 1 Introduction

Introduction

In this module we will explore some of the historical perspectives as well as leading approaches  to leadership. In addition, we will analyze the concepts of “leadership” and followership” and we will explore the relationship between the two. 

Theories of leadership attempt to explain how leadership develops, the dynamics of leadership and predict optimal leadership strategies under particular circumstances.  Early theories of leadership focused on characteristics of leaders.  Later theoretical perspectives emphasized processes of leadership, and in particular humanistic approaches to organizational subordinates.  Empirical work to test the validity and predictive utility of various leadership theories began to flourish in the 1950’s and has continued, resulting in a significant body of scientific literature on leadership.  Contemporary theoretical and empirical work addresses contingency aspects of leadership, including questions such as:

 Underwhat conditions are certain leadership behaviors most effective?

Which combinations of environmental variables, work-related variables and socio-demographic characteristics yield the most positive change in organizational, political and social life?

 What are the dynamics between leaders and followers or between mentors and protégés? How do these dynamics change over time?  What developmental trajectories in the relationships between leaders and followers yield the greatest benefits for all?

 Much of the current work in leadership science is concerned with the relational aspects of leadership and how roles shift over time and in what ways.  The increasingly egalitarian and collaborative nature of leadership theories calls into question earlier foci on superior: subordinate relationships.  However, the question of strategic vision and stellar communication and persuasive capabilities still permeates much of leadership literature.  Perhaps now more than ever, people express a desire for “real leadership”.  The question is, what is real leadership and how do we develop it as clinical nursing leaders?

 We commonly describe leadership as an adjective; such as “s/he has excellent leadership skills”.  Many think of leadership as a sort of trait or personality approach to the world.  Heifetz (2002) argues that leaders get things done and do so in a collaborative way.  He emphasizes the action aspect of leadership, or leadership as a verb.  Further, Heifetz suggests that leaders who are thought to know all, have all the answers and possess singular great visions are being endowed with almost mystical expectations.  He asks us to consider whether leadership at its most elemental level involves working together with others to face current realities, visualize new possibilities and generate momentum, organization and resources to make the preferred future come alive.  This is a different approach to leadership and one that places heavy demands on leaders while simultaneously removing the sort of “mystical” demands upon leaders to know all and be all.  From an existential perspective, this latter point of view removes responsibility from followers and allows people to reduce anxiety by investing hopes and worries in the leader as one who will solve problems.  Heifetz shifts the responsibilities from the leader working alone to all players and emphasizes the dynamics and responsibilities that accrue when people give authority to someone they view as a leader to help mobilize them to action.