Nursing leadership theories of Marquis and Huston book
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| The Great Man Theory | The idea that some are meant to lead, and some are meant to follow
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| Brandts | Leaders concern for followers decreases strife, leaders develop an environment that fosters autonomy and creativity
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| Ouchi | Theory Z; Much like Theory Y of McGregor, but didn't relate the dynamics of relationship between leader and follower
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| Herbert Simon | Administrative (intuitive) and economic (rational) leadership
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| Henri Fayol | Management process: staffing, control, planning, organizing, and directing
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| Kanter | Leaders must develop strong relationships with various people. Work empowerment structures are opportunity, power and proportion
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| Nelson and Burns | Four development levels: reactive, responsive, proactive, and high performance
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| Mayo | Hawthorne Effect: people will act in the ways they believe they are being studied
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| Herrman | Four different parts to the brain: upper and lower left, upper and lower right
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| Mary Parker Follet | Human relations: emphasized people rather than machines, recognized situational leadership
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| Hollander | Both leaders and followers have roles in strategies and plans
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| Fredrick Taylor | Applied the rules of science to management and leadership, emphasized that if employees "know their part," they are more willing to comply
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| Hershey and Blanchard | Situational leadership--no one leadership style works for every situation. Maturity of leaders change from task focused to relationships
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| Douglas McGregor | Theory X and Theory Y. Believed Theory X leaders thought that all employees were lazy, while Y believes that employees are willing to do their part.
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| Tannebaum and Schmidt | Leaders need mixtures of democratic and autocratic behavior
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| Schein | Work is an environment that people respond to, people motives and ideals change, not one leadership strategy works for all situations
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| Lewin, White, and Lippitt | Came up with 3 different styles of leadership: authoritative, democratic, and laissea-faire
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| Antonakis, Avolio, and Sivasubramaniam | Full-Range leadership theory: Believe there are 9 factors that impact leadership style and followers, 5 are transformational, 3 are transactional, and 1 is laissez-faire
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| Gardner | Integrated leader-managers
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| Zinni and Koltz | Leaders of America have failed to change with the times, top-down leadership is no longer effective
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| Osborn and Marion | Full range leadership theory
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| Greenleaf, Sutton, Takaba, Sturm | Servant leadership: acceptance and empathy is greater, those that are higher up tend to lose this, and works more effectively amongst groups
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| Avolio, Walumbwa, and Weber | Say there is confusion in leadership process--such as leaders view follower feedback as output rather than input
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| Principal Agent Theory | Not all agents are willing to work for the best of the principal
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| Human Capital Theory | Persons will invest in education and professional development if they feel it will pay off in the future
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| Dr Linda Aiken | Said that OR pts had a better survival rate when BSN nurses worked with them
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| Emotional Intelligence | Understanding and recognition of oneself and others
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| Goleman | 5 points of EI: self awareness, self regulation, motivation, empathy and social skills. EI goal is emotional literacy--being self aware. EI can be learned, but improves with age.
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| Authentic Leadership | It is the leader's principles and convictions to act accordingly that inspire followers
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| Thought Leadership | Person is recognized among peers by having innovative ideas and having confidence
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| Dyer, Gregersen, Christensen | Creative leadership: using both sides of the brain for situations
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| Quantum Leadership | Builds on transformational leadership, builds on quantum physics which is the idea that reality is continually changing
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| Cultural Bridging | Becoming increasingly needed in nurse-managers due to the increasing diversity of population. Also applies to ages (generational diversity)
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| What are we transitioning from and to? | Industrial Age Leadership to Relationship Age Leadership
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