Chapter 1 Leading, Managing, and Following PDF

Chapter 1 Leading, Managing, and Following  Learning Outcomes ‚ Describe the evolution of the theoretical basis for leadership and management. ‚ Evaluate leadership and management theories for appropriateness in health care today. ‚ Demonstrate beginning competence in a...

Chapter 1 Leading, Managing, and Following  Learning Outcomes ‚ Describe the evolution of the theoretical basis for leadership and management. ‚ Evaluate leadership and management theories for appropriateness in health care today. ‚ Demonstrate beginning competence in applying concepts of complexity science to healthcare delivery. ‚ Evaluate the similarities and differences associated with leading, managing, and following. 2  Leadership ‚ The use of individual traits and abilities, in relationship with others, to interpret the environment/context where a situation is emerging and enter that situation without the use of predesigned plan. 3  Management ‚ Requires determining routines and practices that offer structure and stability to others. 4  Followership ‚ Each group member contributes optimally in tandem with other group members to achieve clinical or organization outcomes. 5 The Context of Leading, Managing and Following in Healthcare ‚ Quadruple Aim in Health Care  Better care  Lower total medical costs  More satisfied patients  More satisfied providers 6  Key Traits a Leader Possess ‚ Vision for future ‚ Able to see possibilities ‚ Effective communication ‚ Adaptable to situations ‚ Use of experience for judicial decisions 7  Complexity Theory ‚ Nontraditional theory emerged over time ‚ Adaptive and assist in understanding healthcare systems in general ‚ Refers to examining how system adapt and function 8 Leading, Managing, and Following Theories ‚ Leadership Theories  Trait  Style  Situational-contingency theory  Transformational  Hierarchy-of-needs theory  Two-factor theory  Expectancy theory  OB modification 9 Comparison of Leading, Managing, and Following in Healthcare ‚ Gardner’s Tasks of Leadership  Envisioning goals  Affirming values  Motivating  Managing  Achieving workable unity  Developing trust  Explaining  Serving as a symbol  Representing the group  Renewing 10  Bleich’s Tasks of Management (1 of 2) 1. Identify systems and processes that require responsibility and accountability, and specify who owns the process. 2. Verify minimum and optimum standards/specifications, and identify roles and individuals responsible to adhere to them. 3. Validate the knowledge, skills, and abilities of available staff engaged in the process; capitalize on strengths; and strengthen areas in need of development. 4. Devise and communicate a comprehensive big picture plan for the division of work, honoring the complexity, and variety of assignments made at an individual level. 11  Bleich’s Tasks of Management (2 of 2) 5. Eliminate barriers/obstacles to work effectiveness. 6. Measure the equity of workload, and use data to support judgments about efficiency and effectiveness. 7. Offer rewards and recognition to individuals and teams. 8. Recommend ways to improve systems and processes. 9. Use a social network to engage others in decision making and for feedback, when appropriate or relevant. 12  Bleich’s Tasks of Followership (1 of 2) 1. Demonstrate individual accountability while working within the context of organizational systems and processes; do not alter the process for personal gain or shortcuts. 2. Honor and implement care to the standards and specifications required for safe and acceptable care/service. 3. Offer knowledge, skills, and abilities to accomplish the task at hand. 4. Collaborate with leaders and managers; avoid passive- aggressive or nonassertive responses to work assignment. 5. Include evidence-based feedback as part of daily work activities as a self-guide to efficiency and effectiveness and to contribute to outcome measurement. 13  Bleich’s Tasks of Followership (2 of 2) 6. Demonstrate accountability to the team effort. 7. Take reasonable risks as an antidote for fearing change or unknown circumstances. 8. Evaluate the efficiency and effectiveness of systems and processes that affect outcomes of care/service; advocate for well-designed work. 9. Give and receive feedback to others to promote a nurturing and generative culture. 14  Future Implications ‚ New diseases emerge ‚ Women leaders tend to be preferred over men in crisis situations ‚ Access to care ‚ Changes in technology 15  Conclusion ‚ Managing ‚ Leading ‚ Following 16