Chapter 4 Leadership: A Framework for Thinking and Acting

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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 3 Foundational Concepts Leadership –A process an individual attempts to influence to accomplish a goal

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 5 Leadership Perspective and Theories Trait Perspective –Focuses on characteristics of individuals to identify successful leaders

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 6 Leadership Perspective and Theories Trait Perspective – Leadership Characteristics –Intelligence –Articulateness –Confidence –Initiative and persistence –Strong social skills

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 7 Leadership Perspective and Theories Skills Perspective –Three core leadership skills (Katz): Technical Conceptual Human

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 8 Leadership Perspective and Theories Skills Perspective –Three core leadership skills (Mumford): Problem solving Social judgment Knowledge

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 9 Leadership Perspective and Theories Skills Perspective –Three core leadership skills (Mumford):

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 10 Leadership Perspective and Theories Behavioral Perspective –Identifies leadership behaviors –Develops models of leadership style –Examines how different styles are related to leadership effectiveness

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 11 Leadership Perspective and Theories Behavioral Perspective –Lewin and Lippitt compared three styles of leadership: –Autocratic –Democratic –Laissez-faire

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 12 Leadership Perspective and Theories Behavioral Perspective –Ohio State University - Two dimensions of leader behavior: –Initiating structure –Consideration

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 13 Leadership Perspective and Theories Behavioral Perspective –Ohio State University

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 14 Leadership Perspective and Theories Behavioral Perspective –University of Michigan - Two leadership behaviors: –Job-centered –Employee-centered

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 15 Leadership Perspective and Theories Blake and Mouton’s Managerial Grid © : –Two dimensions Production orientation People orientation

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 16 Leadership Perspective and Theories 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 17 Leadership Perspective and Theories Contingency Perspective –Situational characteristics, or contingencies, in leadership models

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 18 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 19 Leadership Perspective and Theories Contingency Perspective –Path-Goal Model Expectancy theory of motivation Focus: relationship among factors that affect effort, performance, and rewards

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 20 Leadership Perspective and Theories Contingency Perspective –Path-Goal Model –Motivation depends on perceptions of –Expectancies –Instrumentalities –Valences

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 21 Leadership Perspective and Theories Contingency Perspective –Path-Goal Model –Perceptions affected by –Leadership behavior or style –Work environment –Characteristics of follower

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 22 Leadership Perspective and Theories Contingency Perspective –Path-Goal Model

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 24 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 25 Leadership Perspective and Theories Leadership Implications –Effectiveness and success depend on circumstances –Behaviors described along two dimensions Initiating/tasks Consideration/relationship

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 26 Leadership Perspective and Theories Leadership Implications –Contingencies related to success: Characteristics of the manager Characteristics of followers Characteristics of the situation

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 27 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 28 Leadership Perspective and Theories Leadership Implications –Whether situation is diagnosed depends on manager’s perceptions and attribution of causes to follower behavior

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 29 Leadership Perspective and Theories Leadership Implications –Effective leadership involves stimulating and focusing on follower motivation

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 30 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 31 Transformational Perspective DimensionTransactionalTransformational GoalMaintain status quoUpset status quo ActivityPlay within rulesChange rules Locus of rewards Self (maximize personal benefits) System (optimize systemic benefits) Nature of incentives Tit for tatGreater good Manager follower interactions Mutual dependenceInterdependence Needs fulfilled Lower level (physical, economic, and safety) Higher level (social and self-actualization) PerformanceOrdinaryExtra-ordinary

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 32 Pulling It All Together Focus: –External leadership –Internal leadership

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 33 Pulling It All Together Objective: What a manager hopes to accomplish in exercising influence? –Transformational leadership –Transactional leadership

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 34 Pulling It All Together Approach: How a manager influences followers? –Defines task and specifies how to perform it

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 35 Pulling It All Together Goal Accomplishment Approach –Attention is given manager-follower or follower-follower relationships

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 36 Pulling It All Together Facilitative Approach (Employee- Centered) –Includes followers in decisions that affect them –Pays attention to fulfilling their needs

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 37 Pulling It All Together

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 38 Distinctive Aspects of Leadership in Health Care Organizations Leading Clinical Professionals –High levels of autonomy –Physicians possess different mentality, cognitive frame, or paradigm

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 39 Distinctive Aspects of Leadership in Health Care Organizations DimensionManagersPhysicians LoyaltyOrganizationClients ResponsibilitySharedPersonal Authority Relationships Hierarchical (vertical)Collegial (horizontal) Time frameLong/futureShort/present FeedbackDelayed and vagueImmediate and concrete Tolerance for Ambiguity HighLow

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 40 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

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 41 Distinctive Aspects of Leadership in Health Care Organizations Implications of Leading Physicians –Physicians have distinctive motivational dynamics –Their expectations differ greatly from managers

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 42 Distinctive Aspects of Leadership in Health Care Organizations Implications of Leading Physicians –Managers often negatively misinterpret physicians behaviors

Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED. 43 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