Evaluation Of An Authority- Compliance ( 91 ) On The Leadership Grid

How their work blend into a larger vision for the organization. This type of leadership style

We find in the behavioral approach an emphasis on how leaders interact with their subordinates as well as how a leader creates processes that encourage subordinates to be productive and accomplish the goals of the agency. The behavioral approach is concerned with whether or not the subordinates feel that their leader makes them feel like a valued member of the agency and if their opinions carry any weight in the day to day operation of the agency.

Jeff has over 20 years in the compliance field. As a former Deputy United States Marshal and Special Agent, he has conducted healthcare investigations regarding a myriad of providers and payors. Jeff has testified in federal courts and state superior courts as well as numerous regulatory proceedings. Jeff possesses a great deal of experience in the design and implementation of compliance and HIPAA programs.

There are several different leadership styles used within the public services. Therefore there are many varied suggestions that define someone as being a strong leader. However a ‘leadership style’ is a unique style that people recognise to encourage or influence other people in a way others do not so that they admire and want to be like. A team leader’s role in the public services is to provide instruction and direction and guidance and leadership this is to help inspire and encourage the team to reach their goals and aims. They have to keep the team focused on there current task or tasks and be able to communicate within their group

On the Situational Leadership Questionnaire, the developmental level questions were answer correctly, to what actions should take place in every situation. The language and phrasing in each situation were huge indicators to what action should be utilized. For example, the first situation stated a member in your department is “highly capable and experienced” and being “very willing to help with the consolidation”. The words ‘high’ and ‘willing’ indicated Development Level 4. This member should receive low direction, and needed support because of the individual’s ability and willingness to complete the task. This specific situation was chosen because my Path-Goal Leadership Questionnaire’s results agreed. Path-goal theory is about how leaders influence followers to complete a task. The interpretation in achieving a score of 23 is view as directive style of management. Initially, I believed in the supportive style due to my willingness to help people. However, more preferences are align to individuals who can accomplish assignments with less help. There are truths in both styles; I am in agreement with

Initially she was using the style for Performance Readiness Level 4 or S4 called Delegating, which uses below average amounts of both relationship and task behavior. But after she gets the complains from her customers she changed the leadership style and moved to Level 1 or S1 style which is Telling. This style consists of above average amounts of task behavior and below average amounts of relationship behavior. She changed the style of leadership according to the situation.

Although organizational under bureaucratic has usefulness in fast task execution, in mean time also raised skepticism due to being so mechanically. Furthermore, studies indicated that, over time, this type of leadership affecting the quality of patient care (Laschginger & Wong 2009). As happen in ward x, it’s probably that poor team work was due to staff over being mechanically. While under transformational leadership, the staffs are more motivated and have more initiative in a daily task (Cubbon, 2000).

The contents and assignment in this course has helped me understand the various theories of leadership and how different leadership styles can have a negative or positive effect on followers and organizations. The leadership theories helped me understand the concept of leadership better because it educates me on the different leadership options that are available. Leadership and followership is not based on specific characteristics. Leaders must draw from things and approaches to find the right style. A follower’s attitude determines the way a leader leads. According to Johnson (2011) “Being a good follower means ensuring your boss is supported, but only if he is making optimum decisions”.

I work in a medium secure unit (male and female) as a staff nurse and this includes mentoring student nurses, shift co-ordinating my unit including other units in the entire hospital. Since we have a common purpose and I offer direction to patients and other colleagues would suggest a form of leadership as suggested by Hafford–Letchfield (2010). The NMC professional code of conduct guidelines, advocates for mentors myself included, to encourage the development of students and others with their competence levels. My personal attributes as per trait theory plays a major role in ensuring information is delivered appropriately. Kindness, accessibility and good understanding are some of the attributes I possess. Though at times, aspects of frustrations and annoyance would be evident when tasks are not performed as required. Due to the varying traits staff possess, I have learnt to approach issues differently.

“Leadership has been described as the behavior of an individual when directing the activities of a group toward a shared goal. The key aspects of the leadership role involve influencing group activities and coping with change. A difficulty when considering leadership of healthcare professionals is that most theories were not developed within a healthcare context but were usually developed for the business setting and then applied to healthcare. Published researches provide little evidence that such leadership initiatives are associated with improvements in patient care or organizational outcomes when applied in the healthcare setting. Leadership theory is dynamic and continues to change over time. Great Man theory assumed that certain people have characteristics that make them better leaders. Various behavioral theories were developed between 1940 and 1980 describing common leadership styles such as authoritarian, democratic and laissez-fair. Situational and contingency theories between 1950 and 1980 recognized the importance of considering the needs of the worker, the task to be performed, and the situation or environment.

Leadership has an important role in any healthcare organization and it is their duty to create a workforce culture that promotes trust and supports the vision of the organization. An “unfreezing” or modifying of the old culture is the first step to changing the organization’s goals, providing excellence in every aspect of the facility improving and prioritizing the budget, and determining accountability when needed (Joshi & Ransom, 2014, pg. 409). One of the initial steps done to ensure that various changes occur is that leaders should have the ability to restructure departments in order to make them run more efficient and effectively. Once the workforce begins to see that leaders are taking the initiative to make various changes that better

Three popular and effective management styles are: the participatory style, directing style, and teamwork style. Each of these styles has a different method of approaching tasks in the workplace. These styles may also be incorporated in any type of business and not strictly healthcare. The first style, participatory, focuses on ensuring that each employee has a complete understanding of where they stand in the overall big picture of their workplace system. In this style, less stress is put on teamwork by assigning entire tasks to individual employees. Another key aspect of this style is to make sure that each employee is aware of how their accomplishments in the workplace will lead to the betterment of the institution. The reason for this is because employees are more likely to efficiently complete tasks when they are aware of how their performance will affect the big picture. It is important to understand that this style of management does not focus on completing tasks quickly. Instead, the primary objective is quality as oppose to quantity.

The second practice is inspire a shared vision. This practice explains “envisioning the future by imagining exciting and ennobling possibilities” (Kouzes & Posner, 2017, p. 94). Leaders who inspire a shared vision, can bring a group of individuals together in order to achieve a common goal. Furthermore, for a vision to incapsulate the team, it has to include the goals, visions, and missions of our followers. Leaders who inspire a shared vision, know it is important to get the day-to-day tasks completed, but also understands the importance of looking into the future.

Over the years in management at Harris Medical Associates, I have learned many specifics of my management style. While some factors of my “dominant” management style are equally valuable, acquired leadership concepts have given me opportunities to improve the quality of my management style to build more effective relationships with my employees. As my management style indicates dominance, it is best described as driven. I prefer to have variety and forward momentum. Because of this, I become restless if I am forced to slow down for too long. Nonetheless, when my team reaches its goals, I don’t always take the time to celebrate, instead, my attention tends to quickly shift to the next goal. In addition, as my management style would

Saint Louis Medical Center’s (SLMC) vision primarily focuses on promoting evidence-based health practices, excellent patient care, and innovative healthcare. As a nurse executive at SLMC, my management of power would be one that is based on supporting staff, encouraging “out-of-the-box” thinking, and promoting efficiency. The leadership theories that best suit my management of power are the transformational and the nine-factors of full-range theories. In both theories, leaders motivate their staff by appealing to moral values that stem from the organization’s vision statement (Doody & Doody, 2012). These types of leaders create a work environment in which the staff feels safe to take certain risks that promote creativity and innovation (Doody & Doody, 2012). They encourage communication, teamwork, and professional collaboration to help staff deal with healthcare’s rapid changes (Tinkham, 2013). The purpose of this paper is to describe my management of power through the transformational and the nine-factors of full-range theories of leadership and will have the following sections: leadership theories, organizational structure influences, supporting evidence, and conclusion.