Chapter 2-Leadership and Management A Framework For Action.

Chapter 2
Leadership and Management: A Framework for

Action
© 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
Objectives (1 of 2)
• After completing this chapter, you will be able to:
– Differentiate between leadership and management
– Define leadership as a relational concept
– Describe the evolution of leadership theory from trait theory to
contingency theory
– Describe contemporary conceptions in leadership theory
Objectives (2 of 2)
– Solve problems according to the 8-Step Strategic Problem Solving
Method
– Appreciate current research findings in leadership literature
– Understand how to sustain successful leadership
Purpose
• Define and distinguish concepts of leadership and management
• Identify theoretical traditions
• Consider role of organizational culture
• Explain larger set of roles leaders play in health care organizations
• Summarize recent research on healthcare and leadership
Introduction
• Managers often expected to exhibit leadership via directing others
• Understanding leadership extends beyond understanding of
traditional managers
– Leadership includes additional skills and responsibilities than
management alone
– Leadership can be demonstrated by individuals in non-management
positions
Leadership versus Management
• Leadership
– Process in which one engages others to set and achieve a common
goal
• Management
– Process of accomplishing predetermined objectives through the
effective use of human, financial, and technical resources
• Leadership and management functions may overlap
Leadership in Organizations
• Front-line managers directly supervise care providers
• Middle managers responsible for entire units within healthcare
organization
– Make up majority of managers
• Top managers responsible for managing entire organization
– Often referred to as C-suite
Theories of Leadership
• Those in leadership roles evoke images of larger than life
personalities
• Important to examine range of leaders, both successful and not
successful
• Leadership theories:
– Trait theories
– Behavioral theories
– Contingency theories
Contemporary Theories of Leadership
Leadership Roles
• Goal setting:
– Goals
• Larger aspirations of organization
– Objectives
• Subordinate goals that must be accomplished to meet larger aspirations
– “Management by Objectives”
• Method of using goals and objectives to align organizational action toward
achieving organizational goals
Strategic Problem Solving (1 of 7)
• Approach to integrating strategic function of leadership
– Involves goal and objective setting with subsequent organizational action
required to achieve objectives
• Strategic problem solving uses an 8-step approach
Managing External Stakeholders
• Key role of C-Suite is to interact with key external stakeholders
• Rules for making communication with external stakeholders smooth:
– Performance cannot be reduced to profits
– External stakeholders do not have same incentives to contribute to
performance
– External stakeholders must be viewed as champions of organization
within community
Managing the Internal Workforce: Leadership
and Followership
• Leadership: influence a group of people towards achievement of a
goal
• Followership: share common purpose with leader, believe in
organization, and want success for leader and organization
• Effectiveness of leaders
– Measured by ability to leverage and manage capacities and motivation of
followerships
Influencing Organizational Culture
• Leaders must understand and influence organizational culture
– Organizational culture: deepest level of basic and shared assumptions
and beliefs shared by members of organization
– Artifacts: signs of physical, psychological, or social environment
– Values: what groups and individuals think ought to be, distinct from what
does exist
Leadership in Health Care Organizations:
Evidence from Research
• Overview: five research questions:
– Does leadership matter in health care?
– Are there individual or setting characteristics that predict leadership
effectiveness?
– What competencies are required for leaders?
– What are the primary challenges of leaders?
– What role does leadership play in successful organizational change?
Leadership and Performance
• Performance outcomes:
– Patient-related
• Leadership style highly correlated with key indicators of quality of care
– Staff-related
• Significant link between leadership style and staff-related outcomes
– Management-related
• People-oriented leadership associated with management-related outcomes
Predicting Leadership Effectiveness
• Three sets of factors predict leadership effectiveness:
– Leader traits and characteristics
– Leader behavior and practices
– Context or practice setting
Competencies for Leadership in Health Care
• Competencies: knowledge, skills and abilities
• Four competency areas for effective leadership:
– Knowledge of health care industry
– Technical skills
– Analytic/conceptual skills
– Interpersonal/communication skills
Leadership’s Role in Organizational Change
• Transformational leadership is important, but insufficient
• Supportive leadership is critical to success
• Successful change requires administrative and clinical leadership
– Administrative leadership: support provided by those in senior positions
– Clinical leadership: support provided by those who hold clinical positions
Sustaining Leadership
• Succession planning:
– Not limited to replacing individual
– Should include review and codification of organizational cultural
elements, work practices, and job design
• Self-care
– Leadership roles confer personal stress
– Key approaches to managing oneself involve recognition, analysis, and
processing

Chapter 2-Leadership and Management A Framework For Action.

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter 2-Leadership and Management A Framework For Action.

Uploaded by

Copyright:

Available Formats

Chapter 2

Leadership and Management: A Framework for

You might also like