Chapter 4 Leadership: A Framework for Thinking and Acting.
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Transcript of Chapter 4 Leadership: A Framework for Thinking and Acting.
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Chapter 4
Leadership: A Framework for Thinking
and Acting
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Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
2
Purpose and Overview
• Purpose– To understand management
• Overview– Foundational Concepts– Leadership Perspective and Theories – Pulling It All Together – Leadership in Health Care Organizations
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3
Foundational Concepts
• Leadership– A process an individual attempts to influence
to accomplish a goal
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4
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
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5
Leadership Perspective and Theories
• Trait Perspective – Focuses on characteristics of individuals to
identify successful leaders
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6
Leadership Perspective and Theories
• Trait Perspective – Leadership Characteristics
–Intelligence–Articulateness–Confidence–Initiative and persistence–Strong social skills
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7
Leadership Perspective and Theories
• Skills Perspective – Three core leadership skills (Katz):
• Technical• Conceptual• Human
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8
Leadership Perspective and Theories
• Skills Perspective– Three core leadership skills (Mumford):
• Problem solving• Social judgment• Knowledge
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9
Leadership Perspective and Theories
• Skills Perspective– Three core leadership skills (Mumford):
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10
Leadership Perspective and Theories
• Behavioral Perspective– Identifies leadership behaviors– Develops models of leadership style– Examines how different styles are related to
leadership effectiveness
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11
Leadership Perspective and Theories
• Behavioral Perspective– Lewin and Lippitt compared three styles of
leadership: –Autocratic–Democratic–Laissez-faire
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Leadership Perspective and Theories
• Behavioral Perspective– Ohio State University - Two dimensions of
leader behavior:–Initiating structure –Consideration
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13
Leadership Perspective and Theories
• Behavioral Perspective– Ohio State University
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Leadership Perspective and Theories
• Behavioral Perspective– University of Michigan - Two leadership
behaviors:–Job-centered –Employee-centered
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Leadership Perspective and Theories
• Blake and Mouton’s Managerial Grid©: – Two dimensions
• Production orientation • People orientation
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Leadership Perspective and Theories
• Managerial Grid©, Five Managerial Styles1) High production/low people orientation2) High production/high people orientation3) Low production/high people orientation4) Low production/low people orientation5) Moderate production/moderate people orientation
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Leadership Perspective and Theories
• Contingency Perspective– Situational characteristics, or contingencies,
in leadership models
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Leadership Perspective and Theories
• Contingency Perspective– Leadership Match Model (Fiedler)
• Managers unable to alter style to any appreciable degree
• Effective leadership depends on situation conducive to one's leadership style
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Leadership Perspective and Theories
• Contingency Perspective – Path-Goal Model
• Expectancy theory of motivation • Focus: relationship among factors that
affect effort, performance, and rewards
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Leadership Perspective and Theories
• Contingency Perspective – Path-Goal Model – Motivation depends on perceptions of
–Expectancies–Instrumentalities–Valences
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Leadership Perspective and Theories
• Contingency Perspective – Path-Goal Model – Perceptions affected by
–Leadership behavior or style–Work environment–Characteristics of follower
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Leadership Perspective and Theories
• Contingency Perspective – Path-Goal Model
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23
Leadership Perspective and Theories
• Contingency Perspective – LEAD Model (Hersey and Blanchard)
• Degrees of task and relationship-oriented behavior
• Four different leadership styles • Maturity is situational and task-specific
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Leadership Perspective and Theories
• Contingency Perspective – 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 Perspective and Theories
• Leadership Implications– Effectiveness and success depend on
circumstances – Behaviors described along two dimensions
• Initiating/tasks • Consideration/relationship
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Leadership Perspective and Theories
• Leadership Implications– Contingencies related to success:
• Characteristics of the manager • Characteristics of followers • Characteristics of the situation
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Leadership Perspective and Theories
• 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
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Leadership Perspective and Theories
• Leadership Implications– Whether situation is diagnosed depends on
manager’s perceptions and attribution of causes to follower behavior
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Leadership Perspective and Theories
• Leadership Implications – Effective leadership involves stimulating and
focusing on follower motivation
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Leadership Perspective and Theories
• Leadership Implications – 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
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31
Transformational PerspectiveDimension Transactional Transformational
Goal Maintain status quo Upset status quo
Activity Play within rules Change rules
Locus of rewardsSelf (maximize personal
benefits)System (optimize systemic
benefits)
Nature of incentives
Tit for tat Greater good
Manager follower interactions
Mutual dependence Interdependence
Needs fulfilledLower level (physical, economic, and safety)
Higher level (social and self-actualization)
Performance Ordinary Extra-ordinary
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Pulling It All Together
• Focus: – External leadership– Internal leadership
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Pulling It All Together
• Objective: What a manager hopes to accomplish in exercising influence?– Transformational leadership – Transactional leadership
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Pulling It All Together
• Approach: How a manager influences followers?– Defines task and specifies how to perform it
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Pulling It All Together
• Goal Accomplishment Approach– Attention is given manager-follower or
follower-follower relationships
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Pulling It All Together
• Facilitative Approach (Employee-Centered)– Includes followers in decisions that affect
them – Pays attention to fulfilling their needs
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Pulling It All Together
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38
Distinctive Aspects of Leadership in Health Care Organizations
• Leading Clinical Professionals– High levels of autonomy – Physicians possess different mentality,
cognitive frame, or paradigm
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Distinctive Aspects of Leadership in Health Care Organizations
Dimension Managers Physicians
Loyalty Organization Clients
Responsibility Shared Personal
AuthorityRelationships
Hierarchical (vertical) Collegial (horizontal)
Time frame Long/future Short/present
Feedback Delayed and vague Immediate and concrete
Tolerance forAmbiguity
High Low
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Distinctive Aspects of Leadership in Health Care Organizations
• Implications of Leading Physicians – May interpret manager’s leadership as
idiosyncratic– Manager’s leadership at odds with what is
expected
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Distinctive Aspects of Leadership in Health Care Organizations
• Implications of Leading Physicians– Physicians have distinctive motivational
dynamics– Their expectations differ greatly from
managers
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Distinctive Aspects of Leadership in Health Care Organizations
• Implications of Leading Physicians– Managers often negatively misinterpret
physicians behaviors
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Distinctive Aspects of Leadership in Health Care Organizations
• Leadership and Gender– Women occupy senior executive positions in
increasing numbers– Leadership gender gap – Assimilation may be counterproductive