Nursing management theories

Mugengwa Lumbu Nathie

James MacGregor Burns Born August 3, 1918 Ph.D. in political science from Harvard. He was influenced by Abraham Maslows Theory of Human Needs transformational leadership as a process where leaders and followers engage in a mutual process of 'raising one another to higher levels of morality and motivation

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Transformational Leadership

Transactional Leadership Four components of transformational more concerned with leadership maintaining the normal flow of
operations.

Transformational Leadership
focus on team-building, motivation and collaboration with employees at different levels of an organization to accomplish change for the better

1. Charisma or idealized influence 2. Inspirational motivation. 3. Intellectual stimulation 4. Individualized consideration or individualized attention

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Harrington Columbus Emerson

Born on August 2, 1853 in Trenton, New Jersey. Eldest of six children. He investigated over one hundred mining and manufacturing concerns throughout North America and Mexico in an attempt to obtain English capital for developing American industries. His investigations brought him broad knowledge of industrial conditions and created a foundation for his later work as an industrial efficiency consultant. He died at his home in December 1945 from a short illness.
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Twelve Principles of Efficiency

1. Clearly defined ideals 2. Common sense 3. Competent counsel 4. Discipline 5. The fair deal 6. Reliable, immediate and adequate records

7. Despatching 8. Standards and schedules 9. Standardized conditions 10. Standardized operations 11. Written standardpractice instructions 12. Efficiency-reward
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Robert House
Ph.D. in management in 1960, The principal investigator, and founder in the early 1990s, of the Global Leadership and Organizational Behavior Effectiveness Research Program (GLOBE) He was honored with the International Leadership Association's Lifetime Achievement Award on October 28, 2011. He passed away on November 1, 2011. The theory was inspired by the work of Martin G. Evans (1970). The leadership behaviours and the follower perceptions of the degree to which following a particular behaviour (path) will lead to a particular outcome (goal).
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Path-Goal Leadership
Based on the basis that an employees perception of expectancies between his effort and performance is greatly affected by a leaders behaviour. The leaders help group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance.

The leader can affect the performance, satisfaction, and motivation of a group in different ways: Offering rewards for achieving performance goals. Clarifying paths towards these goals. Removing obstacles to performance
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