|
Leadership in Healthcare Terms |
Definitions |
|
Great man theory |
Leaders are born not made |
|
People are born with traits Some are good for leadership People who are good leaders have the right combination of traits |
|
|
Leaders can be made, rather than are born. Successful leadership is based in definable, learnable behavior. |
|
|
People define roles for themselves and others based on social learning and reading. People form expectations about the roles that they and others will play. People subtly encourage others to act within the role expectations they have for them. People will act within the roles they adopt. |
|
|
The managerial grid |
The idea that leaders need to have concern for people and the task |
|
Participative theory |
Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions. People are more committed to actions where they have involved in the relevant decision-making. People are less competitive and more collaborative when they are working on joint goals. When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision. Several people deciding together make better decisions than one person alone. |
|
Lewin’s leadership theory |
Autocratic – dictatorship Democratic – democracy Laissez-faire – anarchy |
|
Likert’s leadership theory |
Exploitive authoritative – threatening, low concern for people
Benevolent authoritative - The leader now uses rewards to encourage appropriate performance and listens more to concerns lower down the organization
Consultative - The upward flow of information here is still cautious and rose-tinted to some degree, although the leader is making genuine efforts to listen carefully to ideas
Participative - the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making. People across the organization are psychologically closer together and work well together at all levels. |
|
Situational Leadership |
The best action of the leader depends on a range of situational factors. |
|
The idea that a leader should adapt their style to fit their followers ‘maturity’ |
|
|
Vroom and Yetton’s approach |
Decision acceptance increases commitment and effectiveness of action.
Participation increases decision acceptance. |
|
Path and goal approach |
leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy. They should; Clarify the path so subordinates know which way to go. Remove roadblocks that are stopping them going there. Increasing the rewards along the route. |
|
The leader's ability to lead is contingent upon various situational factors, including the leader's preferred style, the capabilities and behaviours of followers and also various other situational factors. |
|
|
Fiedler's Least Preferred Co-worker (LPC) Theory |
Leaders prioritize between task-focus and people-focus.
Relationships, power and task structure are the three key factors that drive effective styles. |
|
Cognitive Resource Theory |
Intelligence, experience and other cognitive resources are factors in leadership success.
Cognitive capabilities, although significant are not enough to predict leadership success.
Stress impacts the ability to make decisions. |
|
Intra-organizational power depends on three factors: problem skills, actor centrality and uniqueness of skill. |
|
|
Transactional leadership |
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.
The prime purpose of a subordinate is to do what their manager tells them to do. |
|
LMX theory |
Leader-Member Exchange Theory, also called Vertical Dyad Linkage Theory, describes how leaders in groups maintain their position through a series of tacit exchange agreements with their members. |
|
Transformational theory |
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy. |
|
Bass' Transformational Leadership Theory |
Awareness of task importance motivates people.
A focus on the team or organization produces better work. |
|
Burns' Transformational Leadership Theory |
Association with a higher moral position is motivating and will result in people following a leader who promotes this.
Working collaboratively is better than working individually. |
|
A survey of 65,000 that gathered the traits people would look towards in a leader |