Leadership: The art, science, and evidence

Assigned Leaders

People who are leaders because of aa formal position in an organization

Emergent Leaders

People who are leaders because of the way others respond to them

Leaderships →

• A process

• Focus of the process of change

• Supposed to motivate followers to accomplish organizational goals

Leadership in Healthcare

• Influence by rapidly evolving by government policies/legislation, economic conditions, shrinking reimbursements, increased competition, heightened scrutiny by more sophisticated consumers

Key Healthcare Leadership Skills

Strong Communication

Emotional Intelligence

Problem Solving

Time Management

Flexibility

Leadership

A process of creating structural change wherein the values, vision, and ethics of individuals are integrated into the culture of a community as a means of achieving sustainable change

Management

The process of guiding an organization by planning for future work obligations, organizing employees into functional units, directing employees in the process of completing daily work tasks, and controlling work processes and systems to ensure adequate quality of work output

Leading

Guiding change

Develop fresh approaches to long-stand problems and opening issues to new options

Use style, staff, skills, and shared goals to yield desired results

Managing

Maintaining stability

Act to limit choices to solve problems

Rely on strategies, structure, and systems

Common Trains: Effective Leader

• Intelligence

• Honesty

• Self-Confidence

• Initiative

• Persistence

• Integrity

• Cognitive Ability

• Sociability

• Drive

• Dominance

• Openness

• Achievement

Supervisory Leadership Theory Overview

Supervisory leaderships theories draw from Expectancy Motivation Theory

• Supposes that a follower’s performance is related to the extent to which he or she believes that his or her actions will lead to specific outcomes

• Path- Goal

• Transactional

Strategic Leadership Theory Overview

Draw from the study of organizational behavior

• Also pull from the notion that leaders are able to motivate followers to commit to and realize performance that exceeds their own expectations

• Charismatic

• Transformational

• Situational

Path-Goal Leadership

Leaders increase personal payoffs for subordinates for goal attainment
• Leaders make the path to these payoffs easier to travel by reducing obstacles
• Thereby, improving performance

Transactional Leadershio

Leaders promise rewards and benefits to subordinates for meeting work goals
• Leaders and subordinates agree through transactions on what will leader to reward and how to avoid punishment

Charismatic Leadership

Stresses the personal identification of followers with the leader

The leader formulates an inspirational vision and impression that the leader’s mission is extraordinary

Situational Leadership

Leaders adopt a leadership style that best fits the developmental level of their subordinates’ competence and commitment

Servant Leadership

Leaders should be attentive to the concerns of the followers and empathize with and nurture them by first empowering them and helping them to develop their personal capacities

Gender and Leadership

Causes for gender gap in leadership

• Historical pipeline problem

• Persistent sex discrimination

• Caregiving and women’s choices

• Lack of effective networks and mentors

• Stereotypes and bias