Definition of leadership
Leadership is a broad and complex term, encompassing various aspects that make it challenging to define. Nevertheless, countless researchers and theorists have dedicated their efforts to shedding light on the true essence of leadership. At its core, leadership involves an individual who possesses the power to influence and inspire others to achieve a common goal. A leader aims to effect positive change, transforming the existing state of affairs into an ideal future. But what motivates individuals to willingly follow a leader’s guidance?
People gravitate towards leaders they respect—individuals with clear direction and a solid moral compass. To garner respect, leaders must uphold exemplary ethical standards, demonstrating a principled approach to decision-making. Additionally, a leader’s ability to shape a clear sense of direction depends on their capacity to form and communicate a compelling vision. This vision must be effectively articulated and put into action. Leaders who can ignite passion and excitement around their vision will attract more dedicated followers, ultimately manifesting that vision into reality.
It is crucial to differentiate leadership from management, as the two concepts are often confused. Upon careful analysis of various definitions, leadership emerges as a distinct quality characterised by the ability to take initiative, make difficult decisions, assume responsibility, build and motivate teams, guide them towards predetermined objectives, seek cooperation, display unwavering determination when necessary, and adeptly resolve problems and conflicts as they arise. A skilful leader possesses a deep understanding of communication, organisation, and psychology. This knowledge allows them to unlock the hidden potential within individuals and inspire their professional growth and development. Naturally, all of this is attainable with the possession of strong leadership skills.
In conclusion, leadership encompasses a multifaceted set of qualities and skills that enable an individual to inspire and guide others towards achieving collective goals. Resilient leaders who prioritise ethical conduct, possess a clear vision, and excel in communication and organisational prowess can tap into the latent potential of their team members, fuel their motivation, and drive professional growth. Truly effective leadership hinges upon navigating challenges, resolving conflicts, and charting a course towards a brighter future.
Different leadership styles
The field of leadership studies offers several models and approaches to analysing leadership. Scholars and researchers have conceptualised leadership from diverse perspectives and identified various leadership models. For example, Tannenbaum and Schmidt (1958) developed three additional “forces,” including representative leadership—a kind of realism concept—and leadership/maintenance. Robert Blake and Jane S. Mouton (1964/1978) included these in their leadership model as Special Types: Patron Change, Task Leadership, and Human Resource Leadership. Hersey and Blanchard (1982), P. Youle, S. Chikhouni, and A. Döpp developed the “Path-Goal Theory” of leadership. Tannenbaum and Schmidt (1958) and White R. (1953) also developed a description of various leadership styles, including representative (an interactive approach with followers), which is essential for the leadership of healthcare and business organisations.
There are four major leadership theories or concepts: Charismatic Leadership, Transactional Leadership, Situational Leadership, and Transformational Leadership. This article does not attempt to analyse these concepts in detail but offers a descriptive summary of transformational leadership and leadership styles to enable leaders in health service organisations or nurse managers to implement their leadership abilities in managing and leading their followers or employees. Each of these leadership styles has inherent characteristics. Studies and reports have led the author to conclude that three styles of leadership are predominant and have been associated with contemporary theorists of leadership such as Max Weber (1947), who popularised his theories involving charismatic leadership; Transactional leadership, also discussed by Frederick Taylor and Bossidy (2007); and finally, Burns (1979), Bass (1987), and House (2004), who advocate a transformational leadership style.
The concept of leadership is vast and multifaceted within leadership studies. Scholarly discourse and research have led to the exploration of diverse perspectives, resulting in the identification of numerous leadership models. For instance, esteemed researchers Tannenbaum and Schmidt (1958) expanded the scope of analysis by introducing three additional “forces” that encompass representative leadership, a concept grounded in realism, and leadership/maintenance. These aspects were further embraced by Robert Blake and Jane S. Mouton (1964/1978) in their leadership model as Special Types: Patron Change, Task Leadership, and Human Resource Leadership. Similarly, the collaboration between Hersey and Blanchard (1982), P. Youle, S. Chikhouni, and A. Döpp birthed the concept of the “Path-Goal Theory” of leadership. Additionally, Tannenbaum and Schmidt (1958) and White R. (1953) developed a comprehensive description of diverse leadership styles, wherein representative leadership, characterised by interactive follower engagement, stands as a crucial element guiding the leadership of healthcare and business organisations.
Among the extensive repertoire of leadership theories and concepts, four major themes dominate the discourse: Charismatic Leadership, Transactional Leadership, Situational Leadership, and Transformational Leadership. Despite this, this article focuses on the theory of transformational leadership and leadership styles. It offers readers a descriptive summary that empowers leaders and nurse managers within health service organisations to pragmatically implement their leadership prowess when guiding and inspiring their followers or employees. Each leadership style boasts distinct characteristics that contribute to its effectiveness and impact.
Examining various studies and reports, the author concludes that three leadership styles reign supreme and are often associated with notable contemporary leadership theorists. Max Weber (1947) emerged as a prominent figure who propelled his theories on charismatic leadership into popular discourse. Similarly, the concept of Transactional Leadership finds its roots in the works of Frederick Taylor and Bossidy (2007), while the transformational leadership style is passionately endorsed by Burns (1979), Bass (1987), and House (2004). This collective body of thought champions the significance and potential of transformational leadership in driving positive change and organisational growth.
Self-awareness and emotional intelligence
Self-awareness is a crucial first step in effective leadership. Leaders who exhibit self-awareness are better able to understand their strengths and the impact they have on others. Emotional intelligence is also critical for effective leadership. These skills are vital in understanding your emotions and those of your team or fellow employees. If tangible, complex, or taboo emotions or experiences are shared, you should also be mentally prepared for the coaching and support you need as a leader. Emotional intelligence encompasses many skills, but at its core, it is perceived vs. actual behaviour and the emotional impetus at work.
Self-awareness is about knowing yourself and identifying your patterns. Reflect on how you react in various situations where leadership is required. Do not be immune to criticism. 360° feedback tools can be incredibly potent at identifying this match or mismatch. Traditional feedback tools may need to be adapted to capture some of these softer agendas. Techniques such as 360° feedback can be a powerful source of material that reflects the individual’s impact on others. Simple exercises such as drawing a “strength CV” and reflecting on when you felt at your best and what you were doing can give a flavour of what individuals bring to the leadership table and how to refine it for leverage.
By Prof. ‘Lere Baale, FPSN, FPCPharm, FNAPharm, FNIM
(Business School Netherlands International)
