HSC Leadership and Management

Great man

implies that eaders are born not made

Trait theri

Contingency

Environmental/chameleon. Type of leader best suited for certain situation (VP?)

Situational

Leaders choose the best course of action based upon situational variables 

Behavioral

People that lead with experience and mentoring

Transformational

Leaders ability to inspire and motivate team members (Obama)

Pseudo transformational leader

Leader who abuses their influence and manipulates followers to max their own gains (Hitler, Trump) 

Transactional leadership theory 

Based on exchanges between leader and follower. In which followers are rewarded for meeting goals or performance criteria 

Servant Leader

Prioritizes growth and well being of employees

FOUR FRAME WORK APPROACH

-Political

-Human Resources

-Structural

-Symbolic

Pygmalion effect

High expectations placed on someone resulted in better work from the individual

C suite

A company’s top executives with most critical administrative and operational responsibilities. CEO,CFO etc

Competencies needed by successful healthcare leaders

-Communication/relationship management

-Professionalism

-knowledge of the healthcare environment

-business skills and knowledge

Blake and Moutons managerial Grid

a mental framework and graphic that can be used to help leaders identify their own leadership style and the style of their subordinates

Bolster and Larrere

Having political savy and being able to lead during change. Having effective interpersonal skills as well as being adaptable and influential. 

Managerial Grid Leader Types

-Impoverished Leader

Detached permissive, lack of commitment, delegates, and disappears

Managerial Grid Leader Types

-Country Club Leader

Does not exert authority out of fear, uses reward and recognition to encourage

Managerial Grid Leader Types

-Authoritarian

Task-oriented, tough on workers gets work done at all costs, intolerat of dissent

Managerial Grid Leader Types

-Team Leader

Leads by example, fosters a productive team environment and encourages the highest potential and strengthens bonds

FOUR FRAMEWORK APPROACH, BOLMAN AND DEAL’S FREQUENT LEADERSHIP TYPES

-Political 

Coalition builder, sets clear goals, builds connections, distributes power uses influence.

FOUR FRAMEWORK APPROACH, BOLMAN AND DEAL’S FREQUENT LEADERSHIP TYPES

-Human Rescources 

Visible, empoewers, shares information, supportive, encourages participation

FOUR FRAMEWORK APPROACH, BOLMAN AND DEAL’S FREQUENT LEADERSHIP TYPES

-Structural 

Social architect, focuses on structure, strategy, environment, execution and adaption

FOUR FRAMEWORK APPROACH, BOLMAN AND DEAL’S FREQUENT LEADERSHIP TYPES

-Symbolic 

Inspirational, prophetic, uses symbolism, communicates vision

Psychological contracts

A persons beliefs formed by the organization, regarding the terms and conditions of a reciprocal agreement 

PINCH MODEL

Stage 1- 

Sharing information, negotiating expectations 

PINCH MODEL

Stage 2

Role Clarity and commitment

PINCH MODEL

Stage 3

Moves from a productive and stable relationship to pinch point when a change in expectations occurs. Renegotiation occurs and the relationship responds

MYERS-BRIGGS AND JUNG TYPOLGIES

Extraversion/Introversion

How one interacts with society 

MYERS-BRIGGS AND JUNG TYPOLGIES

Sensing/Intuiting

How one collects information

MYERS-BRIGGS AND JUNG TYPOLGIES

Thinking/Feeling

How one evaluates information

MYERS-BRIGGS AND JUNG TYPOLGIES

Judging/perceiving 

How one makes decisions

Maslow’s Hierarchy of Needs

1)Physiological Needs

2) Safety Needs

3) Love and belonging

4) esteem

5) self actualisation

ETHICAL FRAME WORK FOR HEALTHCARE LEADERS

Respect for persons- 

Autonomy, truth telling, confidentiality

ETHICAL FRAME WORK FOR HEALTHCARE LEADERS

Beneficence

Refraining from actions that worsen the problem or cause negative results

ETHICAL FRAME WORK FOR HEALTHCARE LEADERS

Non-Maleficence

First, do no harm

ETHICAL FRAME WORK FOR HEALTHCARE LEADERS

Justice

Consistently applying clear and prospectively determined critera to decision making