Management
Sucessfully controlling something; directing and supervising others
Leader
Have a combination of skills and personality traits that make others want to follow them
Are assigned a position by the organization
Manager
Have a legitimate source of power due to delegated authority that accompanies their position
Manager
Have specific duties and responsibilities they are expected to carry out
Manager
Emphasize control, decision making, decision analysis, and results
Manager
Manipulate people, the environment, money, time, and other resources to achieve the goals of the organization
Manager
Have a greater formal responsibility and accountability for rationality and control than leaders
Manager
Direct willing and unwilling subordinates
Manager
Often do not have delegated authority but obtain power through other means, such as influence
Leaders
Have a wider variety of roles than managers
Leaders
May or may not be part of the formal hierarchy of the organization
Leaders
Emphasize interpersonal relationships
Leaders
Have goals that may or may not reflect those of the organization
Leaders
Focus on group process, information gathering, feedback and empowering others
Leaders
Direct willing followers
Leaders
Which has willing followers - manager or leader?
A leader has willing followers; a manager may have unwilling or willing followers
Followership
Interpersonal process of participation and requires cooperation and collaboration between the leader-managers and the follower
Four types of follower (as described by R Kelly)
-
Sheep
and
Yes people
- dependent and uncritical thinkers
-
Alienated
and
Effective
- independent and critical thinkers
Five types of followers based on their level of engagement (as described by Kellerman)
-
Isolates
,
bystanders
- have little interest or attachment to their workplace
-
Participants
,
activists
, and
diehards
- very engaged and have a significant impact upon success of the work unit
Management process
- Cyclic process
- Five functions for each phase of the management process follow: planning, organizing, staffing, directing, controlling
Planning
Determining philosophy, goals, objectives, policies, procedures, and rules
Organizing
- Establishing the structure to carry out plans
- Determining the most appropriate type of patient care delivery
- Grouping activities to meet unit goals
Staffing
Consist of recruiting, interviewing, hiring, ands orienting staff
Directing
Includes several staffing functions; usually entail human resource management responsibilities (motivating, managing conflict, delegating, communicating, and facilitating collaboration)
Controlling
- Performance appraisals
- Fiscal accountability
- Quality control
- Legal & ethical control
- Professional and collegial control
Two of the most important responsibilities for a leader:
1) Providing vision
2) Being a mentor to followers
(Scientific management)
Set of four principles that if properly implemented would increase productivity for the organization:
1. Perform time & motion studies & use experienced workers to design how the work was to be carried out to make it more efficient.
2. Utilize a formal personnel system so that workers were hired, trained, and promoted based upon their technical competence
Human relations management
- Emphasize people rather than machines
- (Mayo) When management paid special attention o workers, productivity was likely to increase
- Approach considered to be time-consuming and often resulted in unmet organizational goals
Theory X and Theory Y
(D McGregor)
- Theory X managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs
- Theory Y managers believe that their workers enjoy their work, are self-motivated & ar
Great Man theory
Asserts that some people are born to be leaders; great leaders will arise when the world demands it
Trait theories
Some people have personality characteristics and strengths that make them better leaders and are also used today to identify potential leaders
Leadership styles
1) Authoritarian
2) Democratic
3) Laissez-fairs
Authoritarian leadership:
- Aka autocratic leadership
- Tight control and results in well-defined actions that are usually predictable
- Productivity usually high, but creativity, self-motivation, and autonomy are reduced
Democratic leadership:
- Less control; decision making involves other
- Appropriate for groups who work together for extended periods
- Promotes autonomy and growth in individual workers
- Effective when cooperation & coordination between groups are necessary
- Less efficient q
Laissez-faire leadership:
- Group members may feel leaderless and group apathy; disinterest can occur
- Nondirected leadership b/c there is little direction from the leader-manager
- Appropriate when problems are poorly defined and brainstorming is needed to generate alternative s
Basic premise of situational or contingency leadership
There is no one best way to lead; leadership style should vary according to internal and external variables in the situation, the individuals involved, and the tasks
System
Set of object, with relationships between the objects and between their attributes
When is a system considered open?
If it exchanges matter, energy, or info with its environment
Schein's model, based on the systems theory, has the following assumptions:
- People are very complex and highly variable
- People's motives do not stay constant but change over time
- Goals can differ in various situations
- Person's performance and productivity are affected by the nature of the tasks & by ability, experience, a
Leadership effectiveness requires:
- Ability to use problem-solving process
- Maintain group effective
- Communicate wheel
- Demonstrate leader fairness, competence, dependability, and creativity
- Develop group identification
Leader "fit
How well the skill of the manager fit the needs of the organization
Transactional leader according to Burns:
Traditional manager concerned with the day-to-day operations
Transformational leader according to Burns:
Manager who is committed, has a vision, and is able to empower others with this vision
According to Bass & Avolio, transformational leadership leads followers to levels of higher morals. Why?
B/c such leaders do the right thing for the right reason, treat people with care and compassion, and encourage followers to be more creative and innovative
Focuses on management tasks
Transactional leader
Is a caretaker
Transactional leader
Uses tradeoffs to meet goals
Transactional leader
Does not identify shared values
Transactional leader
Examines causes
Transactional leader
Uses contingency reward
Transactional leader
Identifies common values
Transformational leader
Is committed
Transformational leader
Inspires others with vision
Transformational leader
Has long-term vision
Transformational leader
Looks at effects
Transformational leader
Empowers others
Transformational leader
Greenleaf's Servant Leadership
Most successful managers are servant leaders; they put serving others as their top priority
Three thematic categories of servant leadership (identified by Sturm):
1) Respect and valuing of one as a unique individual
2) Affirmation of professional judgment and fair treatment
3) Collaboration with supervisors and administrators in a spirit of willingness
Defining qualities of servant leaders:
- Ability to listen on a deep level and to truly understand
- Ability to keep an open mind and hear w/out judgement
- Ability to deal with ambiguity, paradoxes, and complex issues
- Belief that honestly sharing critical challenges with all parties and ask
Emotional intelligence
Understanding and recognition of oneself and others' abilities, perception, and attitudes
Five components of emotional intelligence (identified by Goleman)
- Self awareness
- Self regulation
- Motivation
- Empathy
- Social skills
Emotional literacy
Being self-aware about one's emotions and recognizing how they influence subsequent action
Cultural bridging
Requires the leader to create a work environment where cultural difference are recognized and valued