Chapter 4
Leadership:
A Framework for Thinking
and Acting
Purpose and Overview
• Purpose
– To understand management
• Overview
– Foundational Concepts
– Leadership Perspective and Theories
– Pulling It All Together
– Leadership in Health Care Organizations
2
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Foundational Concepts
• Leadership
– A process an individual attempts to influence
to accomplish a goal
3
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Foundational Concepts
• Key Concepts
– Leadership is a process
– Only individuals lead
– Focus of leadership is “followers”
– Leadership equates to influencing
– Objective is goal accomplishment
– Leadership is intentional, not accidental
4
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Trait Perspective
– Focuses on characteristics of individuals to
identify successful leaders
5
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Trait Perspective – Leadership
Characteristics
–Intelligence
–Articulateness
–Confidence
–Initiative and persistence
–Strong social skills
6
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Skills Perspective
– Three core leadership skills (Katz):
• Technical
• Conceptual
• Human
7
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Skills Perspective
– Three core leadership skills (Mumford):
• Problem solving
• Social judgment
• Knowledge
8
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Skills Perspective
– Three core leadership skills (Mumford):
9
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Behavioral Perspective
– Identifies leadership behaviors
– Develops models of leadership style
– Examines how different styles are related to
leadership effectiveness
10
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Behavioral Perspective
– Lewin and Lippitt compared three styles of
leadership:
–Autocratic
–Democratic
–Laissez-faire
11
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Behavioral Perspective
– Ohio State University - Two dimensions of
leader behavior:
–Initiating structure
–Consideration
12
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Behavioral Perspective
– Ohio State University
13
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Behavioral Perspective
– University of Michigan - Two leadership
behaviors:
–Job-centered
–Employee-centered
14
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Blake and Mouton’s Managerial Grid©:
– Two dimensions
• Production orientation
• People orientation
15
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Managerial Grid©, Five Managerial Styles
1) High production/low people orientation
2) High production/high people orientation
3) Low production/high people orientation
4) Low production/low people orientation
5) Moderate production/moderate people
orientation
16
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– Situational characteristics, or contingencies,
in leadership models
17
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– Leadership Match Model (Fiedler)
• Managers unable to alter style to any
appreciable degree
• Effective leadership depends on situation
conducive to one's leadership style
18
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– Path-Goal Model
• Expectancy theory of motivation
• Focus: relationship among factors that
affect effort, performance, and rewards
19
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– Path-Goal Model
– Motivation depends on perceptions of
–Expectancies
–Instrumentalities
–Valences
20
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– Path-Goal Model
– Perceptions affected by
–Leadership behavior or style
–Work environment
–Characteristics of follower
21
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– Path-Goal Model
22
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– LEAD Model (Hersey and Blanchard)
• Degrees of task and relationship-oriented
behavior
• Four different leadership styles
• Maturity is situational and task-specific
23
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Contingency Perspective
– Attribution Theory
• Manager's selection of leadership style
depends on how follower behavior is
perceived and interpreted
• Two general types of attributions
–Internal
–External
24
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Leadership Implications
– Effectiveness and success depend on
circumstances
– Behaviors described along two dimensions
• Initiating/tasks
• Consideration/relationship
25
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Leadership Implications
– Contingencies related to success:
• Characteristics of the manager
• Characteristics of followers
• Characteristics of the situation
26
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Effective leadership depends on:
• Repertoire of styles and flexibility
• Diagnosing critical contingencies
• Selecting situational leadership styles
• Possessing skills and ability to execute
chosen style well
27
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Leadership Implications
– Whether situation is diagnosed depends on
manager’s perceptions and attribution of
causes to follower behavior
28
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Leadership Implications
– Effective leadership involves stimulating and
focusing on follower motivation
29
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Leadership Perspective and
Theories
• Leadership Implications
– Contingency-driven leadership may appear
erratic and arbitrary
– Can be confusing and frustrating for followers
– Managers must be explicit about how they are
behaving and why
30
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Transformational Perspective
Dimension
Goal
Activity
Locus of rewards
Nature of
incentives
Manager follower
interactions
Needs fulfilled
Performance
Transactional
Transformational
Maintain status quo
Upset status quo
Play within rules
Change rules
Self (maximize personal
benefits)
System (optimize systemic
benefits)
Tit for tat
Greater good
Mutual dependence
Interdependence
Lower level (physical,
economic, and safety)
Higher level (social and
self-actualization)
Ordinary
Extra-ordinary
31
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Pulling It All Together
• Focus:
– External leadership
– Internal leadership
32
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Pulling It All Together
• Objective: What a manager hopes to
accomplish in exercising influence?
– Transformational leadership
– Transactional leadership
33
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Pulling It All Together
• Approach: How a manager influences
followers?
– Defines task and specifies how to perform it
34
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Pulling It All Together
• Goal Accomplishment Approach
– Attention is given manager-follower or
follower-follower relationships
35
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Pulling It All Together
• Facilitative Approach (EmployeeCentered)
– Includes followers in decisions that affect
them
– Pays attention to fulfilling their needs
36
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Pulling It All Together
37
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Distinctive Aspects of Leadership in
Health Care Organizations
•
Leading Clinical Professionals
– High levels of autonomy
– Physicians possess different mentality,
cognitive frame, or paradigm
38
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Distinctive Aspects of Leadership in
Health Care Organizations
Dimension
Loyalty
Managers
Organization
Physicians
Clients
Responsibility
Shared
Personal
Authority
Relationships
Hierarchical (vertical)
Collegial (horizontal)
Long/future
Short/present
Delayed and vague
Immediate and concrete
High
Low
Time frame
Feedback
Tolerance for
Ambiguity
39
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Distinctive Aspects of Leadership in
Health Care Organizations
• Implications of Leading Physicians
– May interpret manager’s leadership as
idiosyncratic
– Manager’s leadership at odds with what is
expected
40
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Distinctive Aspects of Leadership in
Health Care Organizations
• Implications of Leading Physicians
– Physicians have distinctive motivational
dynamics
– Their expectations differ greatly from
managers
41
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Distinctive Aspects of Leadership in
Health Care Organizations
• Implications of Leading Physicians
– Managers often negatively misinterpret
physicians behaviors
42
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.
Distinctive Aspects of Leadership in
Health Care Organizations
• Leadership and Gender
– Women occupy senior executive positions in
increasing numbers
– Leadership gender gap
– Assimilation may be counterproductive
43
Copyright © 2006 by Thomson Delmat Learning. ALL RIGHTS RESERVED.