1. Planning, Management and Leadership for Health IT
Welcome to Planning, Management and Leadership for Health Information Technology, Introduction to Leadership. This is Lecture b.
Introduction to Leadership
Lecture b
This material (Comp 18 Unit 1) was developed by the University of Alabama at Birmingham, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number 90WT0007.
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2. Introduction to Leadership Learning Objectives
Transformational Leadership
Transactional Leadership
Charismatic Leadership
Visionary Leadership
Servant Leadership
The objectives for this Unit, Introduction to Leadership, are to learn the definition of leadership and examine many of the leadership theories underlying the idea of leadership. This presentation will focus on the following theories of leadership:
Transformational Leadership
Transactional Leadership
Charismatic Leadership
Visionary Leadership
Servant Leadership
We will start with the transformational leader.

3. Transformational Leadership
Blends together intrinsic motivation and development of followers
Focus on
Innovation
Vision
Implementing new ideas
According to authors Bass and Riggio, “Transformational leadership blends together intrinsic motivation and development of followers. Transformational leadership is directed toward the influence and guidance of change in today’s complex work environment.”
There are certain traits associated with transformational leadership. This style of leadership focuses on innovation, vision, and implementing new ideas to move the organization forward. Transformational leaders can inspire followers using a charismatic approach to move beyond acting in their own self-interest and focus more on building and transforming the organization.   
Source: (Bass & Riggio, 2006)

4. Transformational Leadership 2
Characteristics
Inspires followers with challenges and persuasion
High sense of loyalty in employees
Vision
“Transformational leadership provides a better fit for leading today’s complex work groups and organizations, where followers not only seek an inspirational leader to help guide them through uncertain environments but where followers also desire to be challenged and to feel empowered.”
Research has demonstrated that transformational leadership directly correlated with lowering turnover rates, increases productivity, and brings about a higher level of employee satisfaction. Because a transformational leader inspires followers with challenge and persuasion it encourages confidence in the follower which in turn brings about a higher sense of loyalty in the employees.
Source: (Bass & Riggio, 2006, p. xi and 3-6)

5. Transformational Leadership 3
Characteristics
Intellectually inspiring, stimulating
The “transformational leaders… are those who stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity.” “Transformational leaders motivate others to do more than they originally intended and often more than they thought possible.”
“Transformational leadership is in some ways an expansion of transactional leadership. Transactional leadership emphasizes the…exchange that takes place among leaders…and followers.”
Source: (Bass & Riggio, 2006, p.3-4)

6. Transactional Leadership
Task accomplishment
Maintenance of good relations between leader and followers
Maintains status quo
Rewards subordinates
Management by exception
“Transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and followers through consideration of performance and reward.”
The transactional leader focuses on establishing a formal structure so followers understand what the required expectations are from the leader. “Transactional leaders seek to maintain the status quo and reward subordinates for doing what is expected from them.”
Because the transactional leader is focused on task accomplishment, they tend to focus on the areas where there are problems in task completion. This is known as management by exception.
Source: (Borkowski, 2009, p. 204)

7. Transactional Leadership 2
Used to some degree by most leaders
Can lead to environment permeated by position, power and politics
Transactional leadership behavior is used to bring about an instrumental exchange between the leader and the follower. It is used to maintain or to continue an established pattern. When the desired outcomes are achieved a transactional leader rewards the follower.
Source: (Conger & Kanugo, 1999, p. 10)

8. Charismatic Leadership
High levels of self-confidence
High levels of trust in subordinates
High expectations for subordinates
Inspire followers by reaching them on a basic, emotional level
Now let’s take a look at charismatic leadership.  Charisma, which is defined as that quality that can influence, charm or inspire others, can be a very powerful tool for a leader at any level in the organization.
Charismatic leaders are individuals who “transform the nature of work by making it appear more … meaningful.” This type of leader focuses on transforming the followers own self-concept by changing the follower’s perceptions related to work itself.
Source: (Conger & Kanugo, 1999, p. 17)

9. Characteristics of Charismatic Leaders
Confidently accept uncertainty
Ethically strong
Humorous
Hands on
Committed to the organization
In order to develop charismatic qualities, a leader must be quick to initiate and accept uncertainty confidently. They have to be strong in their ethics. They have to show that they do have a human side. They have to be humorous and they need to be very hands on and committed to the organization. The success of a charismatic leader depends greatly on being able to listen and act in a timely manner and to support the employees.
Source: (Borkowski, 2009, p.209)

10. Visionary Leadership Manages transformational change
Fosters change through commitment of resources
When looking at visionary leadership, we see that this is a type of leadership that manages transformational change in an organization. Visionary leaders are able to develop, communicate and foster change or transformational ideas toward the accomplishment of organizational goals through the commitment of organizational resources.

11. Visionary Leadership 2
Fosters change through development and communication of goals
Employee empowerment
See how efforts will bring change
Empathic and supportive
Develops other leaders
Visionary leadership fosters change through development and communication of organizational goals. Followers “buy in to the leader’s vision because they are provided sufficient information and resources to see how their efforts will become instrumental to bringing about the change.”
The visionary leader possesses the ability to empathize and provides a supportive setting. This type of leader doesn't work outside the box. Rather, this leader makes the box bigger to include others and develop other leaders in the organization.
Source: (Borkowski, 2009, p. 210)

12. Servant Leadership Brings out passion in the leader
Develops commitment in those who follow
Seeks to serve
Maintains contact and strong communication
“Leader coach”
Servant leadership is an approach to leading people that begins with a vision that brings out passion in the leader and commitment in those who follow the leader. This type of leader is a leader who seeks to serve. The phrase "servant leadership" was developed by Robert Greenleaf in the 1970s.
These types of leaders will devote themselves to serving the needs of their organizations’ followers. They are going to focus on meeting the needs of those they lead through contact and strong communication. Servant leaders develop employees to bring out the best in them and also invest in their future. As a servant leader, you end up acting more as a “leader coach” and then encourage others’ self-expression.
By facilitating personal growth in all with whom you work, the organization and the leader are able to serve more.
The servant leader will listen and build a sense of community to build a bigger and stronger organization.
Source: (Borkowski, 2009, p )

13. Introduction to Leadership – Summary
Definition of Leadership
Leadership Theories
This concludes Introduction to Leadership.
In summary, Leadership is a process focused on bringing people together to accomplish a set goal for the organization at the highest level of excellence. It evolves according to the environment that the leader will be working in and the goals and objectives that are to be achieved by the organization.

14. Introduction to Leadership References – Lecture b
Bass BM, Bass R. The Bass handbook of leadership: theory, research, and managerial applications. 4th ed. New York: Free Press; 2008.
Bass BM, Riggio RE. Transformational leadership. 2nd ed. New Jersey: Lawrence Erlbaum Associates; 2006.
Borkowski N. Organizational behavior, theory, and design in health care. Sudbury, MA: Jones and Bartlett; 2009.
Conger JA, Kanugo RN. Charismatic leadership in organizations. Thousand Oaks: Sage; 1999.
“No Audio”

15. Planning, Management and Leadership for Health IT Introduction to Leadership Lecture b
This material was developed by the University of Alabama at Birmingham, funded by the Department of Health and Human Services, Office of the National Coordinator for Health Information Technology under Award Number 90WT0007.
No Audio.
Health IT Workforce Curriculum Version 4.0