chapter 4 leadership: a framework for thinking and acting

Chapter 4

Leadership: A Framework for Thinking

and Acting

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

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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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Foundational Concepts

• Leadership– A process an individual attempts to influence

to accomplish a goal


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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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Leadership Perspective and Theories

• Trait Perspective – Focuses on characteristics of individuals to

identify successful leaders


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• Trait Perspective – Leadership Characteristics

–Intelligence–Articulateness–Confidence–Initiative and persistence–Strong social skills


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• Skills Perspective – Three core leadership skills (Katz):

• Technical• Conceptual• Human


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• Skills Perspective– Three core leadership skills (Mumford):

• Problem solving• Social judgment• Knowledge


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• Skills Perspective– Three core leadership skills (Mumford):


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

leadership effectiveness


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• Behavioral Perspective– Lewin and Lippitt compared three styles of

leadership: –Autocratic–Democratic–Laissez-faire


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• Behavioral Perspective– Ohio State University - Two dimensions of

leader behavior:–Initiating structure –Consideration


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• Behavioral Perspective– Ohio State University


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• Behavioral Perspective– University of Michigan - Two leadership

behaviors:–Job-centered –Employee-centered


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• Blake and Mouton’s Managerial Grid©: – Two dimensions

• Production orientation • People orientation


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• 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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• Contingency Perspective– Situational characteristics, or contingencies,

in leadership models


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• 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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• Contingency Perspective – Path-Goal Model

• Expectancy theory of motivation • Focus: relationship among factors that

affect effort, performance, and rewards


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• Contingency Perspective – Path-Goal Model – Motivation depends on perceptions of

–Expectancies–Instrumentalities–Valences


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• Contingency Perspective – 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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• 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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• 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 Implications– Effectiveness and success depend on

circumstances – Behaviors described along two dimensions

• Initiating/tasks • Consideration/relationship


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• Leadership Implications– 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


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• Leadership Implications– Whether situation is diagnosed depends on

manager’s perceptions and attribution of causes to follower behavior


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• Leadership Implications – Effective leadership involves stimulating and

focusing on follower motivation


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


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


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• Goal Accomplishment Approach– Attention is given manager-follower or

follower-follower relationships


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• Facilitative Approach (Employee-Centered)– Includes followers in decisions that affect

them – Pays attention to fulfilling their needs


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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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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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• Implications of Leading Physicians – May interpret manager’s leadership as

idiosyncratic– Manager’s leadership at odds with what is

expected


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• Implications of Leading Physicians– Physicians have distinctive motivational

dynamics– Their expectations differ greatly from

managers


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• Implications of Leading Physicians– Managers often negatively misinterpret

physicians behaviors


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• Leadership and Gender– Women occupy senior executive positions in

increasing numbers– Leadership gender gap – Assimilation may be counterproductive

chapter 4 leadership: a framework for thinking and acting

Documents

leadership behaviors

styles of leadership

leadership effectiveness

followers leadership

focus of leadership

thomson delmat learning

theories skills perspective

goal accomplishment