Leadership Management
Definition: The ability to inspire others to achieve a
desired outcome. Broader concept than management.
# competencies: Ability to diagnose, ability to adapt,
ability to communicate.
(Those who engage others to work together effectively in
pursuits of a shared goal)
Definition: the process of planning, organizing, directing,
and coordinating the work within an organization.
(Getting work done through others)
Theories
Trait theory: Being a “born leader”. Natural leader
Behavioral theories
Autocratic: (authoritarian) gives orders and makes
decisions for the team. Effective.
Democratic: (participative) shared leadership. Decisions
are made as a team. Increase motivation and creativity.
Less effective, but team support.
Laissez-faire: (permissive) leaders do little planning or
decision making. Lack of leadership. Team is confused
and frustrated because there is no goal, no guidance, no
direction.
Situational Theory: Recognizing the complexity of work
situations and encouraging the leader to consider many
factors when deciding what action to take.
Transformational Leadership: emphasizes that people
need a sense of mission that goes beyond good
interpersonal relationships or an appropriate reward for
a job well done. Communicate their vision in a manner
that is meaningful exciting that it reduces negativity.
Moral Leadership: Involves deciding how one ought to
remain honest, fait, and socially responsible under any
circumstances. Caring about patients and employees.
Caring Leadership: comes from servant leadership and
emotional intelligence. Empathize with others,
understanding their needs and concerns. Develop their
own and their team’s capacities. Competent both in
leadership and clinical practice.
Task vs relationship: Emphasizing task and failing to
recognize that interpersonal relationships affect the
morale and productivity of employees.
Motivation theory: Proper motivation, results in more job
satisfaction, which shows better employee performance.
Emotional intelligence: recognizing and understanding
ones emotions. Staying calm and clearheaded.
Theories
Scientific management: Given a well-designed task and
enough incentive to get work done, workers will be more
productive. Work is analyzed to improve efficiency.
Human relations-based management: Theory X- common
attitude among managers that most people do not want
to work very hard, and that the manager’s job is to make
sure that they do. Theory Y- managers believe that the
work itself can be motivating and people will work hard if
their managers provide a supportive environment.
Emphasizes guidance rather than control, reward rather
than punishment.
Servant leadership: The manager is committed to
improving the way each employee is treated at work.
“Employee first” attitude. Manager is there for the
employee.
Decisional Activities
Employee eval: performance appraisals of staff members.
Resource allocation: Having the authority to deploy their
resources as needed.
Hiring/firing employees: making decisions or participating
in employment and termination decisions for units.
Planning for future: to prepare themselves and their units
for future changes in budgets, organizational priorities,
and patient populations.
Job analysis and redesign: analyzing and redesigning the
work of the units to make them as efficient as possible.
Informational Activities
Spokesperson: speaking for administration to their staff
members and speak for staff members relaying
information to administration.
Monitoring: picking up early signs of problems before
they grow too big. Monitor staff, budget, and costs of
procedures and services provided.
Reporting: Sharing information with patients, staff
members, and employers. Information may be related to
results of the monitoring efforts, new developments in
health care, policy changes and soforth.
