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| an interactive proces that provides needed guidance and direction |
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followers
Vision
Communication
Decision making
Change
Social Power |
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| Theory that states leaders are born, not made. Leaders have certain personality traits and generally chosen based off traits. States great leaders will arise when needed |
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| States effective leaders use different behaviors than ineffective ones. Studies what leaders do not their traits. Involved the different leadership styles (Autocratic, LF, democratic) |
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| Situational and contingency theory |
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Belives there is not one best way to lead. Some styles are more effective in certain situations.
Views the organization as a social system on contingencies |
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| Uses science as a framework and recognizes organizational processes are not linear |
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| Stage 1 of developing clinical leadership skills |
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| Stage 2 of developing clinical leadership skills |
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| integration of clinical leadership in ones actions = identification of strengths and weaknesses and identify a role model |
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| Stage 3 of developing clinical leadership skills |
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| active leadershiop with patient and family and sometimes with colleagues |
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| Stage 4 of developing clinical leadership skills |
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| active leadership within the team |
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| Stage 5 of developing clinical leadership skills |
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| embedded clinical leadership extended to the organizational level and beyond |
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Make all decisions
Maintain distance from followers
Motivate through threat/rewards
useful in emergent situations
Downward communication
Low creativity/self motivation
Emphasis on I and you |
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Involve followers in decision making process
Help followers develop technical and emotional maturity
Communication flows up and downward
Contructive criticism
Emphasis on We
Useful when followers are experienced workers |
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Do not interfere with employees and their work
Stand at a distance
Give followers freedom to make decisions
Minimal information provided/communication
Upward and downward communication
Does not criticize
Emphasis on Group |
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Focus on daily operations of organization and develope an exchange relationship with followers
Reward when necessary
Focus on getting things done and satisfying their own and their followers interests |
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inspire and intellectually stimulate followers and recognize their contributations
Try to transform or change followers
Focused on long term development |
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Focus on establishing relationships that embody trust and show commitment to the development of their follower
Are genuine, empathetic, reliable and believeable |
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| Employees are empowered to distribte responsibilities within a group. Highly effective for professionals with project focused work groups Highly interactive Develops employee skills and professionalism |
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Managers are assigned the position, leaders my not have a formal title.
Leaders have power throught delegated authority leaders have power through influence
Leaders have a wider variety of roles than managers.
Leaders direct willing followers, managers = willing/unwilling.
Leaders may have goals that do not reflect the organization
Leaders emphasize personal relationships, managers emphasize control, decision making and results. |
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Believe productivity would increase if workers were taught one best way to accomplish a task.
Work must be replaced with scientific methods to promote efficiency of time and energy. Use a system to hire, train and promote workers. Relationship between managers and workers should be cooperatibe and work equally shared. |
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| Father of scientific managemetn |
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| Human Relations Management |
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| Emphasizes people rather than machines. Attempted to fix error in bureaucratic system - failure to include human element. |
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| Participative decision making |
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| Belief that managers hould have authority with, rather than over, employees. |
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| People respond differently when they know they are being watched. Increase desirable effect. |
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| Stated that manager attitudes/treatment towards employees is directly corelated with employee satisfactin. (theory X/Y) |
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| Believe employees are lazy, need constant supervision and are indifferent to organization needs |
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| Believe their workers enjoy their work, are self motivated and willing to work hard to meet goals |
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| States that managerial domination causes workers to be discouraged and passive. Stresses the need for flexibility within the organization and employee participation in decision making |
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| Interactional leadership theory |
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Leadership behavior is determined by the relationship between the leaders personality and the specific situation. States that people are highly complex and variable, have multiple motives for doing things and these motives do not remain constant.
The leader must diagnose the situation and select the appropriate strategy. |
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| concerned with the day to day operations. Is committed, uses triage offs to meet goals, does not identify shared values. |
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| Transformational leadership |
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| Leader is committed, has a vision and is able to empower others with this vision Is a caretaker and has long term visions. |
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| Full range leadership theory |
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| Can principals of transformational, transactional and liaises faire at any time. |
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| Strength based leadership/positive psychology mvmt |
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| Focuses on the development/empowerment of workers’ strengths as opposed to their weaknesses or areas of needed growth |
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| Strengh based leadership was first noted by: (2) |
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| Great leadership has leaders that possess qualities in all 5 levels |
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| Highly capable individual |
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| Put serving others as the number one priorotty |
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| Followers can and do mislead leaders |
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| Human and social capital theory** |
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| Suggests that individuals/organizations will invest in education/professional development if they believe there will be a future pay off |
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| represents the capability of the individual |
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| Ability to perceive, understand and control on’es own emotions and the emotions of others around them. Can be learned |
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| Succests that in order to lead, leaders must be true to theirselves and their values and act accordingly |
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| Person who is recognized among his/her peers for innovative ideas and who demonstrates the confidence to promote those ideas |
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| Reflective thinking and practice |
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| Ability to adapt and reflect on progress and setbacks and adjust as needed |
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| Leaders must work together with subordinates to identify common goals, explore opportunities and empower staff to make decisions for organizational productivity to occur |
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| represents what a group can accomplish together |
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