Developing Leadership Part 2 PDF

Chapter 3: Developing Leadership Part 2 By: Dr. Wafa’a Ta’an Outline Behavioral Theories Lewin (1951) and White & Lippitt (1960) Leadership styles  The authoritarian or autocratic leadership style is characterized by strong...

Chapter 3: Developing Leadership Part 2 By: Dr. Wafa’a Ta’an Outline Behavioral Theories Lewin (1951) and White & Lippitt (1960) Leadership styles  The authoritarian or autocratic leadership style is characterized by strong control by the manager over the workgroup (also referred to as the Authoritaria directive approach). n or The activities of the group are primarily directive with activities determined by the leader and Autocratic dictated to the followers with no input from the followers on decisions. Leadership Communication flows downward and emphasis is on accomplishing the task. The authoritarian Strong control is maintained over the work group. leader is Others are motivated by characterized by coercion. Others are directed with the following commands. behaviors: Communication flows downward. Decision making does not involve others. Emphasis is on difference in status (“I” and “you”). Criticism is punitive.  Advantage: Decisions can be made expeditiously without the lengthy time required for consultation to arrive at a collaboratively agreed-on course of action (e.g., Emergency department). Disadvantage: Summary When subordinates feel that they are not listened to or supported, they are less likely to have a personal stake in the achievement of management goals. Consequence: Can create hostility and dependency among followers.  This style of leadership focuses on involving Democratic or subordinates in decision making. Democratic leaders see themselves as co-workers Participative rather than as superiors and stress the importance of communication, consensus, and teamwork. Leadership Although this authority is not exercised in a coercive manner and the leader leads by providing Style information suggesting direction and being supportive to co-workers. The democratic Less control is maintained. Economic and ego awards are leader exhibits used to motivate. Others are directed through the following suggestions and guidance. behaviors: Communication flows up and down. Decision making involves others. Emphasis is on “we” rather than I and you. Criticism is constructive.  Advantage: Workers who are consulted and who have input into decisions are more motivated to support such decision. Involving subordinates in decision making ensures the widest possible scope and may provide information to Summary which the manager alone would not have had access. Disadvantage: Decision making can become a lengthy process. Problems may arise when less competent employees are included in the decision-making process. Impose difficult decisions off onto others who are not being paid to manage.  Also called permissive leadership. Laissez-faire leadership provides the least structure and control and is also referred to as the delegating approach. Laissez-faire Little or no direction is provided: coworkers Leadership develop their own goals, make their own decisions and take responsibility for their own management. Managers concentrate on providing maximum support and freedom for coworkers, and decision making is dispersed throughout the group. The laissez-faire Motivates by support when leader is requested by the group or individuals characterized by Provides little or no direction the following Uses upward and downward communication between behaviors: members of the group Disperses decision making throughout the group Places emphasis on the group Does not criticize  Advantage: Provides maximum freedom for individuals and, apparently increased motivation of subordinates to perform at high levels because of this independence (e.g., Summary Psychiatric Unit) Disadvantage: Due to multidisciplinary nature of patient care, there usually must be more centralized decision making and agreement in following generally accepted policies and procedures.  Multicratic style combines the best of all styles mediated by the requirements of the situation at hand. Multicratic Leadership The Multicratic leader provides a maximum of structure when the situation requires it, a maximum of group participation when needed, and support and encouragement for subordinates in all instances. Power  The term power evokes many different feelings such as fear, mistrust, control over others, and domination. It also has a wide variety of synonyms, such Power is not a static as force, strength, potency, stamina, vigor, control, and command. phenomenon; it can A positive or negative familial power experience may greatly affect a person’s ability to deal with change and shift, power systems in adulthood. Other meanings: increase or The ability to do (Origin of power from decrease. Latin: Potere) Act or produce; The ability to control others; Authority; Sway; and Influence. Power and Leadership Styles When there are great differences in power among individuals or groups, a more directive leadership is likely. When the differences in power are small, a more participative leadership is likely. Within an individual, power may vary from one time to another or from one situation to another. For example, the unit manager may have a great deal of power when it comes to the operation of a particular unit but very little in meetings chaired by the hospital administrator. Sources of Power Reward power (French & Coercive power (punishment power) Legitimate power Raven’s Expert power classical Referent power work) Charismatic power (Added to French & Raven’s work) Informational power  Reward power is obtained by the ability to grant favors or reward others with whatever they Reward value. Power The arsenal of rewards that a manager can dispense to get employees to work toward meeting organizational goals is very broad. Positive leadership through rewards tends to develop a great deal of loyalty and devotion toward leaders. E.g., raises, bonuses, promotions, favorable assignments,… Punishment (coercive) Power It is the opposite of reward power and is based on fear of punishment if the manager’s expectations are not met. The manager may obtain compliance through threats (often implied) of punishment. The manager who shuns or ignores an employee is exercising power through punishment, as is the manager who berates or belittles an employee. E.g., transfer, layoff, demotion, dismissal,… Legitimate Power Often termed authority and is granted by an official position. Legitimate power has inherent in it the ability to create feelings of obligation or responsibility. The socialization and culture of subordinate employees will influence to some degree how much power a manager has due to his or her position. E.g., controlling the human and material resources of the organization. Expert Power is gained through knowledge, expertise, or experience. Having critical knowledge allows a manager to gain power over others who need that knowledge. This type of power is limited to a specialized area. E.g., Florence Nightingale used research to quantify the need for nurses in the Crimea (by showing that when nurses were present, fewer soldiers died), she was using her research to demonstrate expertise in the health needs of the wounded. Referent Power a person has because others identify with that leader or with what that leader symbolizes. Referent power also occurs when one gives another person feelings of personal acceptance or approval.. It may be obtained through association with the powerful. This perception could be based on personal charisma. The organizations to which he or she belongs, E.g., society, as a whole, views physicians as powerful, and physicians carefully maintain this image.  Charismatic power is distinguished by some from Informational power. This referent power. Referent power source of power is obtained is gained only through when people have information association with powerful that others must have to others, whereas charisma is a accomplish their goals. more personal type of power. Gender and power Historical view Contemporary view  Empowerment Other related concepts: Cyclic Powerlessness nature of power The End