Leadership: A Framework For Thinking and Acting

Chapter 4
Leadership: A Framework for Thinking and Acting
Purpose and Overview

Purpose
To understand management
Overview
Foundational Concepts Leadership Perspective and Theories Pulling It All Together Leadership in Health Care Organizations
2
Copyright 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Foundational Concepts
Leadership
A process an individual attempts to influence to accomplish a goal
3
Foundational Concepts
Key Concepts
Leadership is a process Only individuals lead Focus of leadership is followers Leadership equates to influencing Objective is goal accomplishment Leadership is intentional, not accidental
4
Leadership Perspective and Theories

Trait Perspective
Focuses on characteristics of individuals to identify successful leaders
5

Trait Perspective Leadership Characteristics
Intelligence Articulateness Confidence Initiative and persistence Strong social skills
6

Skills Perspective
Three core leadership skills (Katz): Technical Conceptual Human
7

Skills Perspective
Three core leadership skills (Mumford): Problem solving Social judgment Knowledge
8

Skills Perspective
Three core leadership skills (Mumford):
9

Behavioral Perspective
Identifies leadership behaviors Develops models of leadership style Examines how different styles are related to leadership effectiveness
10

Lewin and Lippitt compared three styles of leadership: Autocratic Democratic Laissez-faire
11

Ohio State University - Two dimensions of leader behavior: Initiating structure Consideration
12

Ohio State University
13

University of Michigan - Two leadership behaviors: Job-centered Employee-centered
14

Blake and Moutons Managerial Grid:
Two dimensions Production orientation People orientation
15

Managerial Grid, Five Managerial Styles
1) High production/low people orientation 2) High production/high people orientation 3) Low production/high people orientation 4) Low production/low people orientation 5) Moderate production/moderate people orientation
16

Contingency Perspective
Situational characteristics, or contingencies, in leadership models
17

Leadership Match Model (Fiedler) Managers unable to alter style to any appreciable degree Effective leadership depends on situation conducive to one's leadership style
18

Path-Goal Model Expectancy theory of motivation Focus: relationship among factors that affect effort, performance, and rewards
19

Path-Goal Model Motivation depends on perceptions of Expectancies Instrumentalities Valences
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Path-Goal Model Perceptions affected by Leadership behavior or style Work environment Characteristics of follower
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Contingency Perspective Path-Goal Model
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LEAD Model (Hersey and Blanchard) Degrees of task and relationship-oriented behavior Four different leadership styles Maturity is situational and task-specific
23

Attribution Theory Manager's selection of leadership style depends on how follower behavior is perceived and interpreted Two general types of attributions Internal External
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Leadership Implications
Effectiveness and success depend on circumstances Behaviors described along two dimensions Initiating/tasks Consideration/relationship
25

Contingencies related to success: Characteristics of the manager Characteristics of followers Characteristics of the situation
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Effective leadership depends on:
Repertoire of styles and flexibility Diagnosing critical contingencies Selecting situational leadership styles Possessing skills and ability to execute chosen style well
27

Whether situation is diagnosed depends on managers perceptions and attribution of causes to follower behavior
28

Effective leadership involves stimulating and focusing on follower motivation
29

Contingency-driven leadership may appear erratic and arbitrary Can be confusing and frustrating for followers Managers must be explicit about how they are behaving and why
30
Transformational Perspective
Dimension Goal Activity Transactional Maintain status quo Play within rules Self (maximize personal benefits) Tit for tat Mutual dependence Lower level (physical, economic, and safety) Ordinary Transformational Upset status quo Change rules System (optimize systemic benefits) Greater good Interdependence Higher level (social and self-actualization) Extra-ordinary
31
Locus of rewards
Nature of incentives Manager follower interactions Needs fulfilled Performance
Pulling It All Together

Focus:
External leadership Internal leadership
32

Objective: What a manager hopes to accomplish in exercising influence?
Transformational leadership Transactional leadership
33

Approach: How a manager influences followers?
Defines task and specifies how to perform it
34

Goal Accomplishment Approach
Attention is given manager-follower or follower-follower relationships
35

Facilitative Approach (EmployeeCentered)
Includes followers in decisions that affect them Pays attention to fulfilling their needs
36
37
Distinctive Aspects of Leadership in Health Care Organizations

Leading Clinical Professionals
High levels of autonomy Physicians possess different mentality, cognitive frame, or paradigm
38

Dimension Loyalty Responsibility
Authority Relationships Time frame
Managers Organization Shared

Hierarchical (vertical) Long/future
Physicians Clients Personal

Collegial (horizontal) Short/present
Feedback
Tolerance for Ambiguity
Delayed and vague

High
Immediate and concrete

Low
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Implications of Leading Physicians
May interpret managers leadership as idiosyncratic Managers leadership at odds with what is expected
40

Physicians have distinctive motivational dynamics Their expectations differ greatly from managers
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Managers often negatively misinterpret physicians behaviors
42

Leadership and Gender
Women occupy senior executive positions in increasing numbers Leadership gender gap Assimilation may be counterproductive
43

Leadership: A Framework For Thinking and Acting

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Chapter 4

Leadership: A Framework for Thinking and Acting

Purpose and Overview

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Leadership Perspective and Theories

Pulling It All Together

Pulling It All Together

Pulling It All Together

Pulling It All Together

Pulling It All Together

Pulling It All Together

Distinctive Aspects of Leadership in Health Care Organizations

Distinctive Aspects of Leadership in Health Care Organizations

Managers Organization Shared

Physicians Clients Personal

Delayed and vague

Immediate and concrete

Distinctive Aspects of Leadership in Health Care Organizations

Distinctive Aspects of Leadership in Health Care Organizations

Distinctive Aspects of Leadership in Health Care Organizations

Distinctive Aspects of Leadership in Health Care Organizations

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