1. Strategic Planning and Organizational Development for Health Care (HS 450) Arturo E. Rodriguez, PhD (c), MPH ARodriguez3@kaplan.edu Unit 6-Contingency and Contemporary Leadership Theories

2. Unit 5 discussion board review Are you a born leader? If so, how do you know? Are you a born leader? If so, how do you know? This is a highly personal point of view. Many people confuse “born leader” with learning leadership at an early age and being proficient at adulthood This is a highly personal point of view. Many people confuse “born leader” with learning leadership at an early age and being proficient at adulthood Remember that most (99%) of human behavior is learned Remember that most (99%) of human behavior is learned The capacity to learn quickly may be genetically linked, and that may lead to a person being an efficient leader only if exposed to the right circumstances The capacity to learn quickly may be genetically linked, and that may lead to a person being an efficient leader only if exposed to the right circumstances

3. Unit 5 discussion board review Based on the definition of power and leadership, do you think that healthcare managers possess power in today's global environment? Based on the definition of power and leadership, do you think that healthcare managers possess power in today's global environment? You could have approached this in different ways and overall, if your answer made sense, I credited you You could have approached this in different ways and overall, if your answer made sense, I credited you Personally, I would have looked at different sources of power as defined by French and Raven (1959) and used those as a framework. I personally think that healthcare managers possess legitimate and expert power. Personally, I would have looked at different sources of power as defined by French and Raven (1959) and used those as a framework. I personally think that healthcare managers possess legitimate and expert power. Healthcare administrators are put in positions to accept/deny claims and also frequently supervise others (which could bleed into reward and coercive power) Healthcare administrators are put in positions to accept/deny claims and also frequently supervise others (which could bleed into reward and coercive power) Healthcare administrators are also experts in their field and are looked upon for expert opinions on certain matters. Healthcare administrators are also experts in their field and are looked upon for expert opinions on certain matters.

4. Unit 5 discussion board review In looking at John Kotter's concept of Perceived Dependence, is there a way to ensure that this concept does not surface in modern healthcare organizations? In looking at John Kotter's concept of Perceived Dependence, is there a way to ensure that this concept does not surface in modern healthcare organizations? Perceived dependence is created by managers in a (feeble) attempt to create power Perceived dependence is created by managers in a (feeble) attempt to create power All it creates is animosity, demotivation, turnover, etc. All it creates is animosity, demotivation, turnover, etc. True power can be achieved by doing the exact opposite…ensuring that your employees are NOT dependent on you (or the manager). This way your unit is productive, and HAPPY, meaning that the manager will be seen as an excellent (and powerful) manager and leader True power can be achieved by doing the exact opposite…ensuring that your employees are NOT dependent on you (or the manager). This way your unit is productive, and HAPPY, meaning that the manager will be seen as an excellent (and powerful) manager and leader Paradox of leadership-The more power you give, the more you receive Paradox of leadership-The more power you give, the more you receive

5. Unit 5 discussion board review In reviewing the web article, Entrepreneurship, why would anyone want to go into business for themselves, for instance an HI professional may want to open a consulting business or a medical transcription business. Why wouldn't someone want to do it? Why is a business plan important? In reviewing the web article, Entrepreneurship, why would anyone want to go into business for themselves, for instance an HI professional may want to open a consulting business or a medical transcription business. Why wouldn't someone want to do it? Why is a business plan important? People go into business for different reasons. Most commonly to “be your own boss”, financial independence, but some people actually like starting ventures. People go into business for different reasons. Most commonly to “be your own boss”, financial independence, but some people actually like starting ventures. I personally know that I cannot “start” a business. I can definitely “run” a business. I personally know that I cannot “start” a business. I can definitely “run” a business. A business plan is definitely important BUT, understand that the business plan is an ever-changing document. It is not so much a map as it is a ‘starting point’…and the map changes every step you take A business plan is definitely important BUT, understand that the business plan is an ever-changing document. It is not so much a map as it is a ‘starting point’…and the map changes every step you take

6. Important Unit 5 concepts necessary for the final exam Examine the various sources of power Examine the various sources of power Recognize the relationship between power and management Recognize the relationship between power and management Understand the definition of organizational politics Understand the definition of organizational politics Evaluate the difference between leadership and management Evaluate the difference between leadership and management Evaluate the influential nature of contingency leadership Evaluate the influential nature of contingency leadership

7. Contingency Leadership Theories Chapter 10

8. © 2009 Jones and Bartlett Publishers Contingency Leadership Possessing of knowledge, skills and abilities to respond to changing situations. Possessing of knowledge, skills and abilities to respond to changing situations.

9. © 2009 Jones and Bartlett Publishers Fiedler ’ s Contingency Theory

10. © 2009 Jones and Bartlett Publishers Path-Goal Leadership Theory

11. © 2009 Jones and Bartlett Publishers Tannenbaum and Schmidt ’ s Continuum of Leadership Behavior

12. © 2009 Jones and Bartlett Publishers Hersey and Blanchard ’ s Situational Leadership Model

13. © 2009 Jones and Bartlett Publishers Leader-Member Exchange Theory Vertical Linkage Dyad (VDL) – leaders develop dyadic (two-person) relationships with subordinates. Vertical Linkage Dyad (VDL) – leaders develop dyadic (two-person) relationships with subordinates. In-Group/Out-Group – leaders cognitively assign subordinates to either in- or out-groups. In-Group/Out-Group – leaders cognitively assign subordinates to either in- or out-groups. Leader-Member Exchange (LMX) – examines the characteristics of individuals belonging to the in-group and the in-group members ’ dyadic relationship with leaders. Leader-Member Exchange (LMX) – examines the characteristics of individuals belonging to the in-group and the in-group members ’ dyadic relationship with leaders.

14. Contemporary Leadership Theories Chapter 11

15. © 2009 Jones and Bartlett Publishers Transactional vs. Transformational Transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates through consideration of performance and reward. Transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates through consideration of performance and reward. Transformational leadership is directed toward the influence and management of institutional change and innovation through revitalization and vision Transformational leadership is directed toward the influence and management of institutional change and innovation through revitalization and vision (Dessler, 1998)

16. © 2009 Jones and Bartlett Publishers Characteristics of Transformational Leaders Identify themselves as change agents Identify themselves as change agents Exhibit courage Exhibit courage Trust people Trust people Value driven Value driven Value life-long learning. Value life-long learning. Possess the capability to face complexity, ambiguity, and uncertainty Possess the capability to face complexity, ambiguity, and uncertainty Imaginative, creative, innovative, and visionary. Imaginative, creative, innovative, and visionary.

17. © 2009 Jones and Bartlett Publishers Need for Transformational Leadership in the Healthcare Industry Globalization Globalization Improve quality while containing costs Improve quality while containing costs Nurse-case management programs Nurse-case management programs Infusion of new technology Infusion of new technology Alternative therapies Alternative therapies Seek to make healthcare workers to be part of the solution (empowerment) Seek to make healthcare workers to be part of the solution (empowerment)

18. © 2009 Jones and Bartlett Publishers Attribution Theory of Leadership Attribution theory of leadership focuses on traits that people consider when they characterize a person as a leader: 1. Subjective nature of leadership, 2. The charismatic qualities of the leader, and 3. Transformational behavior of the leader. Remember that attribution is based on perceived, not actual, determinants, and that leadership is merely an attribution that people make about other individuals.

19. © 2009 Jones and Bartlett Publishers Visionary Leadership Visionary leaders are able to develop, communicate and foster change or transformational ideas toward the accomplishment of organizational goals through the commitment of resources and infusion of available talents. Visionary leaders are able to develop, communicate and foster change or transformational ideas toward the accomplishment of organizational goals through the commitment of resources and infusion of available talents. The visionary leader manages the transformational change. The visionary leader manages the transformational change.

20. © 2009 Jones and Bartlett Publishers Servant Leadership Servant leadership is an approach to managing people that begins with a “ clear and compelling vision that excites passion in the leader and commitment in those who follow ” (Blanchard & Hodges, 2003). Servant leadership is an approach to managing people that begins with a “ clear and compelling vision that excites passion in the leader and commitment in those who follow ” (Blanchard & Hodges, 2003). A leader who seeks to serve.

21. © 2009 Jones and Bartlett Publishers Emotional Intelligence Emotional intelligence (EI) involves the self- assessment of one ’ s own feeling and the feeling of others to guide one ’ s own thinking and action. Emotional intelligence (EI) involves the self- assessment of one ’ s own feeling and the feeling of others to guide one ’ s own thinking and action.

22. © 2009 Jones and Bartlett Publishers Emotional Intelligence Five characteristics: 1. Self-awareness 2. Self-management or regulation 3. Self-motivation 4. Empathy or social awareness 5. Social skills

23. Reminder!! Initial post due by Saturday, July 14 Initial post due by Saturday, July 14 Responses by Tuesday, July 17. Responses by Tuesday, July 17. Assignment due by Tuesday, July 17. Please submit as ONE file Assignment due by Tuesday, July 17. Please submit as ONE file Complete Exercise 10-1 on p. 197 (no need to form groups) Complete the leadership assessment (Exercise 11-2) activity on p. 220

24. Next week Stress management and Conflict resolution Stress management and Conflict resolution Easier said than done!! Easier said than done!!