leadership phcm2 - 16

7/25/2019 Leadership Phcm2 - 16

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AURORACROSARIO-ESPINOZAMDDFMLNUDFQD-COMPHCMII3/6/09

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Leaders

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PrinciplesofORGANIZATION

!Itisthearrangeentofpersonnelforfacilitatheaccoplishentofsoeagreed!ponp!rposethro!ghtheallocationoff!nctions

responsi"ilities.!Itisrelatingofthee#ortsandcapacitiesof

indi$id!alsandgro!psengage!ponacotas%ins!cha&a'astosec!rethedesired

o"(ecti$e&ith least frictionand&iththostsatisfactionforthosefor&hothhasdoneandthoseengageintheenterprise


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AURORAC ROSARIO-ESPINOZAMD DFMLNU DFQD-COM PHCM II 3/6/09

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Le$elsofOrgani*ation

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! ,hangesandad$anceentinscience

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! ,hangesandad$anceentinscience

! Practiceofpre$enti$eedicineandp!"lichealth

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TheNationalP!"lic/ealthLeadershiDe$elopentNet&or%

! 1001,D,start tos!pportthede$elopentofnationals'steofstate2regionalandnationalinstit!tesenhancingp!"lichealthleadership

copetence! 1003,D,sponsoredcooperati$eagreeentto

AssociationofschoolsofP!"lic/ealthand-t.Lo!Uni$ersit'theaccesstotheleadershipde$elopprograthro!ghe4pandingtcolla"orationaonacadeicandpracticeinstit!tedirectors2al!nirepresentati$eoffederal2professionalandpri$atorgani*ation.


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TheNationalP!"lic/ealthLeadershiDe$elopentNet&or%

Ann!alNLNconferencesandeetingstoaccoplishstrategico"(ecti$es5

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!

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De$elopentof,oncept!alodelforLeadershipDe$elopent

De$elopentofP!"lic/ealthLeadership,opetenc'7rae&or

De$elopentof8$al!ationLogicodel

AssessentofAl!niNet&or%andDe$elopentNeeds

Disseinationof"estpractices2ethods2andinstr!ents

Pro$isionoftechnicalassistanceforthede$elopentofne&insti

Ad$ocac' forstrategic&or%forcede$elopent

Ad$ocac'fors!pportandreso!rcede$elopent

o"(ecti$esAURORAC ROSARIO-ESPINOZAMD DFM


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!1009de$elopentoftheLeaders

,opetenc'7rae&or%

!,oreTransforationalLeadershi

,opetencies!LegalandPolitical,opetencies

!Trans:organi*ational,opetenci!TeaLeadershipandD'naics



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!1009de$elopentoftheLeadership,opetenc'7rae&or%

! ,oreTransforationalLeadership,opetencies

! Personalaster'2incl!dingthes'stesthin%ing2anal'ticalandcriticalthin%ingprocessing2$isioningofpotentialf!t!restrategicandtacticalassessent2co!nicationandchanged'naics2an

ethicaldecisiona%inganddecisi$eacti


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,opetenc'7rae&or%

!LegalandPolitical,opetencies

!,opetencetofacilitate2negotiatandcolla"orateinincreasingcopetiti$eandcontentio!spolit

en$ironent&ithcople4!ltilecrisesandeergenc'e$ents.



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!1009de$elopentoftheLeadershi

,opetenc'7rae&or%!Trans:organi*ational,opetencies!Thecople4it'ofa(orp!"lichealt

pro"leandcrisisoreergenc'e$ee4tend"e'ondthescopeofan'singlsta%eholdergro!p2co!nit'sectoprofessionordiscipline2organi*atio

go$ernent!nit2th!sleaders!stha$ethea"ilit'ands%illsto"ee#ec"e'ondorgani*ationalors'ste"o!ndaries


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,opetenc'7rae&or%

!TeaLeadershipandD'naics

!7acilitationsoflearningteascoalitionnet&or%tode$elopcapacit'andcapa"ilit'to

de$elopintegrateds'stetoaccoplished!t!alo"(ecti$



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-oeanagersa'"ea

goodleader"!tnotall

leadersareanager.



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-o!rceofpo&er

!anagerforalappointent

!Leaderpersonalso!rces;goal$al!esorld>arEse$eraltraits&ereidentied2Post&arperiod2ho&e$er2enth!sias&asreplaced"'&idespreacriticis

!-togdil103Fandann1090s!ari*eipactoftraitsinleadership


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raitsin"ornandac!ire

TRAIT-

Am#itious

DecisiveAssertiveDominant"el$-con(dent)ersistent

Adapta#letosituationEnergetic

'oleranttostress*illingtoassumeresponsi#ility

-HILL-

Clever

CreativeDiplomatic

FluentinspeakingOrganized)ersuasive

"ociallyskilled



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TraitTheor'

!-togdil103Fandann109

s!ari*es ipactoftraileadership

5 traits:

1. Intelligence: best predictor of leadership

2. Dominance3. Level of energy and activity

4. Tas relevant no!ledge

5.

The five traits did not acc"rately predict !hichindivid"als become leaders in an organi#ation. They

often remained follo!ers.


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,onteporar'TraitResearc

!10Fpro$ingthe&ea%nessofpre$ie&sanal'sisthathad"een

incorrectl'anal'*ed.Thata(oriofleadersco!ld"eattri"!tedtotraits"!t!nfort!natel'didnot

singleo!tspecictraits.!LordsandAssociateseta:anal's10F6:


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leaders


,onteporar'TraitResearc

!LordsandAssociateseta:anal'sis10F

! rstanal'sisof-tognilandannsst!dies

isinterpretationaslin%age"et&eentraitspercei$edleadershipa"ilities

ofannspossessthesepersonalit'traits

! Intelligence! Doinance

asc!linit'


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! -econdreanal'sis datare$ealstha

$oncl"ded: personalitytraits are associated !ith

leadership perceptions to

a higher degree


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GenderandLeadership!Res!ltofeta:anal'sis

! enand&oenaredi#erentint'peofleadersrolesthe'ass!ed&ithin&or%gro!ps.

! >oendispla'ingoresocialleadership

! endispla'ingoreo$erallleadershipandtas%leadership.

! Leadershipst'le$aried"'gender

! ena!tocraticanddirecti$e

! >oendeocraticorparticipati$e! >oen&eree$al!atedorenegati$el'

! >erealsode$al!ed&henthe'occ!p'aledoinantroles


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LEADERSHIPTRAT TRADITIONAL(1"1#1$%

&OTI'ATION

POER POER)*L A*TO+RATSRESPONSI,ILIT- +ENTRALI.ATION

DRI'E

A+HIE'E&ENT &OTI'ATION DON/T RO+0 THE ,OAT

A&,ITION E*AL PO'ERT- )OR ALL

INITIATI'E LOO0 ,OTH A-S

ENER2- +oncentrated S3asm o4 La5or

TENA+IT- LI)E IS STR*22LE

HONEST- AND INTE2RIT-

D*AL ETHI+AL STANDARD Dece3tions in inDealin6s )ealt78in4riendshi3

*SSIN2 +ONNE+TIONS +urr7in6 4avor 9ith Lando9ners

SEL)"+ON)IDEN+E )rom Hel3lessness to ,ravado::

ssianLeadershipTraitsinThree8r




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LEADERSHIPTRAT RED E;E+*TI'E(1#1$"1##1%

&OTI'ATION

POER +entralis8Personalinte6rit7

*SSIN2 +ONNE+TIONS 2reasin6 the 9heels o4 the State"




i d hi i i h


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LEADERSHIPTRAT &AR0ET ORIENTED(1##1"PRESENT%

&OTI'ATION

POER SHARED POER AND ONERSHIPRESPONSI,ILIT- DELE2ATE AND STRATE2I+

DRI'E

A+HIE'E&ENT &OTI'ATION S0-/S IS THE LI&IT

A&,ITION Overcomin6 the sin o4 5ein6 a9inner

INITIATI'E Let/s do 5usiness

ENER2- ="da7 9ee> chasin6 o33ortunities

TENA+IT- Stru66lin6 to accom3lished the ne9

HONEST- AND INTE2RIT-

D*AL ETHI+AL STANDARD ild ca3italism83ersonal trust

*SSIN2 +ONNE+TIONS 2reasin6 3alms85ut learnin6 to do5usiness strai6ht

SEL)"+ON)IDEN+E )rom c7niscism to over3o9erin6


i d hi i i h


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REDE;E+*TI'E(1#1$"1##1% LEADERSHIPTRAT &AR0ETORIENTED(1##1"PRESENT%

&OTI'ATION

+entrali


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+asicLeadership-t'les

!A!tocratic

!+!rea!cratic

!Laisse*:faire

!Deocratic


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A!tocraticLeadership

! ,lassicalapproach

! anagerretainsas!chpo&eranddecisiona%a!thorit'aspossi"le

! anagerdoesnotcons!lteplo'eesase4pected2arethe'allo&edtogi$ean'inp!t

! 8plo'eearee4pectedtoo"e'&itho!trecei$ing

e4planation.! ,reatingastr!ct!resetofre&ardsandp!nishe

prod!cestheoti$ationen$ironent


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!8#ecti$ein

! Ne&2!ntrainedeplo'ee

! 8#ecti$es!per$ision

! 8plo'eedonotrespondtoan'otherleadershst'le

! /ighprod!ctionneeds

! Liitedtietoa%edecision

! anagerspo&erischallenge"'aneplo'ee

! Area&aspoorl'anage! >or%sneedsto"ecoordinated&ithother

organi*ationordepartent.


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!-ho!ldnot"e!sedin

!Tense2fearf!landresentf!l

eplo'ee

!8plo'eee4pectto"eheard

!Dependenteplo'ee

!Lo&eplo'eeorale


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+!rea!craticLeadership

!anager"'the"oo%

!8$er'thing!st"edoneaccordin

toproced!reandreferstone4tlea"o$eifitisntco$ered.

!Leaderisoreofapoliceo=cer

thanaleader.


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!rea!craticLeadership


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!8#ecti$ein

! 8plo'eesperforingro!tinetas%

! 8plo'eesneedto!nderstandstandardsoproced!re

! 8plo'ees&or%ingindelicateordangero!e!ipentre!iringadeniti$eproced!re

! -afet'orsec!rit'training"eingcond!cted! 8plo'eesareperforingtas%thatre!irehandlingcash.


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!rea!craticLeadership

!Ine#ecti$ein!/ardto"rea%&or%ha"its

!8plo'eesthatloseinterestinth

(o"s

!8plo'eesdoonl'&hatise4pected.


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DeocraticLeadership

!Alsocalledparticipati$est'leasitenco!rageplo'eesto"epartofthedecisiona%ing

!HeepshisJhereplo'eesinforeda"o!te$er'thingthata#ectstheir&or%sandshardecisiona%ingandpro"lesol$ingresponsi"ilities

!Re!irestheleadertocoach&hohasthensa'2"!tgathersinforationfrosta#e"eforea%ingdecisions.


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DeocraticLeadership

! T'picall'aretr!sted"'theeplo'eeandrespon&ithcooperation2teaspirit2highorale

! De$elopplanstohelpeplo'eese$al!atetheiroperforance

! Allo&seplo'eetoesta"lishedgoals

! 8nco!rageeplo'eestogro&onthe(o"and"e

prooted! Recogni*esandenco!rageachie$eent.


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DeocraticLeadership


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!8#ecti$ein

! Heepeplo'eeinforeda"o!tattersthatathe

! Leaders&antstheireplo'eetoshareindecisia%ingandpro"lesol$ingd!ties

! Theleader&antstopro$eopport!nitiesforeplo'eestode$elopahighsenseofpersonalgro&thand(o"satisfaction

! ,ople4pro"lesthatre!irelotsofinp!ts! ,hangesorpro"lesol$ethata#ecteplo'ee

! 8nco!ragetea"!ildingandparticipation


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DeocraticLeadership


4

!Ine#ecti$ein

!Noeno!ghtietocon$ene

!8asierandcoste#ecti$eifanagerco!lddecide

!+!sinesscanta#ordista%es

!anagersfeelsthreatened"'thist!8plo'eesafet'isacriticalconcern


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Laisse*:7aireLeader

!@/andsO#Bst'le

!anagerspro$idelittleornodirectio

andgi$eseplo'eesas!chfreedopossi"le

!Alla!thorit'orpo&erisgi$entothe

eplo'eesandthe'!stdeterinegoals2a%edecisions2andresol$epro"leoftheiro&n.


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Laisse*:7aireLeader

!8#ecti$ein! 8plo'eesarehighl's%illed2e4perienced2

ed!cated

! 8plo'eesha$eprideintheir&or%andthedri$etodoits!ccessf!ll'ontheiro&n.

! O!tsidee4perts2s!chassta#specialistorcons!ltantsare"eing!sed

! 8plo'eesaretr!st&orth'ande4perience


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Laisse*:7aireLeader


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!Ine#ecti$ein

! a%eseplo'eesfeelinsec!reatthe!na$aila"ilit'ofaanager

! Theanagercannotpro$idereg!larfeed"toleteplo'ees%no&ho&&ellthe'aredo

! anagersare!na$aila"letothan%eplo'efortheirgood&or%s

! anagerdoesnt!nderstand! /isJherresponsi"ilitiesandishopingthe

eplo'eescanco$erforhiorher.


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LeadershipTheories

!-it!ationaltheor'of7ieldlerscontingenc'odel

!/o!sesPath:goalleadershipthe!/erse'and+lanchardsleadershi

!oderntheoreticalfrae&or%s!,harisatic!Transforationaltheor'


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7iedlers,ontingenc'

! Oldestandost&idel'%no&nandoste4tensi$researchsit!ationalodelofleadership

Itse#ecti$enesscoprisesofleadershipst'leand

degreeto&hichtheleadercontrolsagi$ensit!ati! Itiseas!red&hetherheJshehastas%:orientedo

relationship:orientedst'le.

! LeastPreferred,o:&or%er;LP,


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Least 3re4erred +o"or>er (LP+( scale toidenti47 leadershi3 st7le@ A lo9 LP+ have thetas> oriented hi6h LP+ are relationshi3 oriented3rimar7 concern is attainin6 and maintainin6inter3ersonal relationshi3

Search least 3re4erred co 9or>er scale


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PAT/GOALLeadershipTheor'

! DIR8,TIC8!A!thoritarian&hereinleadergi$esspecicdirection&ithnoparticipation"'s!"ordinates

! -UPPORTIC8

!7riendl'andapproacha"leandsho&sconcernfors!"ordinat

! PARTI,IPATIC8

!Leaderas%and!sess!ggestionsfros!"ordinates"!tstillthedecision

! A,/I8C88NTORI8NT8D

!Theleadersetschallenginggoalsfors!"ordinatesandshocondencethatthe'&illattainthesegoalsandperfor&el

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LEADERSHIP S$@LES

-

-

-

-

DIREC$IE

SUPPOR$IE

PAR$ICIPA$IE

ACHIEEMEN$

EMPLO@EES CHARAC$ER

LOCUS OF CON$ROL

$ASBA=ILI$@

NEED FORACHIEEMEN$

NEED FOR CLARI$@

ENIRONMEN$AL$ASB

EMPLO@EES $ASB

AU$HORI$@ S@S$EM

55

EMPLO@EEA$$I$UDES

AND =EHAIOR

O= SA$ISFAC$ION

ACCEP$ANCE OF LEADER

MO$IA$ION

HOUSES PA$H OAL

$HEOR@


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PAT/GOALLeadershipTheor'

!Positi$ee#ects

! Recogni*esandJoraro!sings!"ordinatesneedo!tcoeso$er&hichtheleaderha$esoecon

! Increasingpersonalpa'o#tos!"ordinatesfor&or%:goalattainent

! a%ingthepathtothosepa'o#seasiertotra$coachinganddirections.

! /elpings!"ordinatesclarif'e4pectation

! Red!cingfr!strating"arriers! Increasingtheopport!nitiesforpersonal

satisfactioncontingentone#ecti$eperforan


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/erse'and+lanchardssit!ationalleadership

!TellingJDirectingone&a'co!nicationcoingfrotheleader

!-ellingJ,oachingt&o&a'co!nication"

decisionscoesfroleader!ParticipatingJ-!pportingleaderfacilitates

ta%espartindecisions"!tthefollo&eraretcontroller

!Delegatingleaderstillin$ol$edindecisiona%ing"!tcontrolis&iththefollo&er.


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S*PPORTIN2

PARTI+IPATIN2HI2H+O&PETEN+E'ARIA,LE+O&&IT&ENTLo9tas>hi6hrelationshi3

+OA+HIN2SELLIN2

SO&E+O&PETEN+ELO+O&&IT&ENTHi6htas>hi6hrelationshi3

DELE2ATIN2HI2H+O&PETEN+EHI2H+O&&IT&TENTLo9tas>lo9relationshi3

DIRE+TIN2TELLIN2

LO+O&PETEN+ELO+O&&IT&ENT

Hi6htas>lo9relationshi3


5H*(!*+ &nd =.&n,&(d! !i#)i"n&.

.*&d*(!i%

K

S

U

P

P

OR

$

I

E

:

: DIREC$IE =EHAIOR


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,harisaticLeadership

!+'a4>e"er

!Restingonde$otiontothee4ceptionalsanctit'2heroisof

e4eplar'characterofanindi$id!personandofthenorati$epatterororderre$ealedorordained"'hi


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!+'a4>e"er

!,harisaascertain!alit'ofindi$id!alpersonalit'"'$irt!eof&hich"'heissetapartfroordinenandtreatedasendo&ed&ith

s!pernat!ral2s!perh!an2oratlespecicall'e4ceptionalpo&eror!alities


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!,haracteri*ed"'

!selfcondenceandcondenceofthes!"ordinates2highe4pectationofs!"ordinates2

!ideological$isionand!seofpersonae4aple

! ipressionanageents%ills

!socialsensiti$it

! epath'


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,harisaticLeader


62

!8thical,harisaticleader

! Usespo&ertoser$eothers

! Allo&s$ision&ithfollo&ersneedsandaspiration

! ,onsiderandlearnsfrocriticis! -ti!latesfollo&ertothin%independentl'

! OpenE&a'co!nication

! ,oachde$elopands!pportfollo&ers5shar

recognition&ithothers! Reliesoninternaloralstandardstosatisf

organi*ationandsocialinterest


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,harisaticLeader


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!Unethicalcharisaticleader

!Po&eronl'forpersonalgainoripact

!Prooteso&npersonal$ision

!,ens!rescriticaloropposing$ie&s!Deandso&nsdecision"eaccepte

&itho!t!estion!One&a'co!nication

!Insensiti$eforfollo&ersneeds!Reliesoncon$eniente4ternaloral

standardstosatisf'selfinterest.

T ti l L d


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TransactionalLeader!,ontingentre&arde4changere&ardf

e#ort2proisesre&ardsforgoodperforance2recogni*esaccoplishe

!anageent"'e4ception;acti$e


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TransforationalLeader,harisapro$ides$isionandsenseofissinstillpride2gainrespectandtr!st.

Inspirationco!nicateshighe4pectatios'"olstofoc!se#orts2e4pressesiportap!rposeinsiple&a's

Intellect!alsti!lationprootesintelligerationalit'2andcaref!lpro"lesol$ing

Indi$id!alconsiderationgi$espersonal

coachesandad$icesAURORAC ROSARIO-ESPINOZAMD DFM


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L8AD8R-/IP-TL8- O7


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84tra$ersionIntro$ersion;8I

leadership phcm2 - 16

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