(Marquis) Chapter 1 - Understanding the Characteristics of Leadership and Management

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