Getting the Message Across

Communicate is essential in health and social care settings because without a good communication to patients, families, colleagues and management is very difficult to deliver good service of care.

Tannenbaum & Schmidt defined 7 levels of delegated freedom which moves from manager-oriented to subordinate-oriented. As the team develops, the area of freedom for the subordinate increases and the need for the manager’s intervention decreases.

Theories and principles of delegating responsibility and empowering others The critical importance of the leader gaining the motivation and commitment of others Critiques of the main theories

Identify developmental needs of each employee will help provide opportunities for training and encourage good performance it also strengthens job-rated skills, and will help employees to keep up with changes in the workplace. When managers start focusing on developing their employees performance employees are able to adapt to different kinds of situations. This will help ensure the survival, well-being, and goal achievement of both the employee and the organization.

Ann is a very strict disciplinarian with years of experience dealing with unmotivated staff. Ann used the Situational Approach to Leadership.(Buchbinder & Shanks, 2012, pg.21) This theory allowed Ann to adapt her behavior based on the situation. This style appears to be more fitting for the staff because once everyone is working towards the same goals, leadership approach can change.

In conjunction with my first strength, my second strength has been identified as the capacity to help subordinates grow and develop within their career. I have demonstrated this by mentoring employees. This has included helping them grow within their current position as well as aiding them in moving up from their current level within the organization. This aid is often in the form of teaching, listening, and giving them my insight to what I have observed within the organization in concern to both reviews of work and job promotions. Development of employees has to be a quality that is purposefully demonstrated consistently and not just when an employee asks for help. This requires a regular effort on the part of the leader of a team. In order to help an employee in this aspect a leader has to know employees on a basic fundamental level. The leadership practice of aiding in an employees’ career growth cannot be effectively engaged without the insight gained by the understanding and communication

Development dimension is a category that is broken down into three processes: (a) responsibility, (b) recognition, and (c) teamwork. In responsibility, the feel of micro-management has decreased; a person feels independent in daily activities and gets personally involved in problem solving issues. Recognition means the person feels like they are performing in a more positive and productive way--they no longer feel the threat of criticism but they start to feel support by management using recognition and rewards. The teamwork process effects of cohesiveness of all parties involved; there is mutual support, trust, and the respect of each other. There is a feeling of ownership which in turn is shown as loyalty to the organization (Litwin & Stringer,

This research focuses on four leadership styles that have been used within the organization. These styles play apart in the success of objectives and tasks being accomplished.

Professional leadership comprises of mentoring, empowering and participating actively in organizations. The APN, as an effective leader should be able to collaborate with team members, mentored and be mentor and provide empowerment (Hamric, Hanson, Tracy, & O’Grady, 2014). Authoritarian, Democratic and Delegative are the three styles of leaderships. Authoritarian leaders focus on control and command , Democratic leaders focus on guidance and encouraging input, while Delegative leaders focus on independence with minimal or no guidance (About.com Psychology, n.d.).

For example, at times some information or directives come from the district or state office of education. Mrs. Williams has to deliver this information and say to her faculty this is the way we will have to do things. Funding is also a time that necessitates directive leadership since money is allocated to be used in certain ways. She must be direct in ensuring that the money is spent appropriately and the budget stays balanced. There are times when she has to make sure the faculty follows certain protocols to stay in compliance with special education law and state laws. Mrs. Williams uses a supportive leadership style most often. She knows each of her employees personally and shows the faculty and staff that building relationships is essential to the success of our school. She is supportive by helping us with disgruntled parents, disruptive students, as well as attending PLC meetings to offer support and encouragement. Another example of her supportive leadership style is when she went to the district office to ask for more funding so that we could have proper tools and support in order to make the shift to Standards-based grading. She made sure that we had the additional professional development needed as well as the technology changes in order to make this shift work for us. Additionally, the way she gives feedback after evaluations is supportive and helpful. She always makes sure to give feedback in a way that

93). For mutual accountability to work effectively mutual benefits must be consistently exchanged and power relationship must be relatively equal. A third principle of management is the need for complementary skills. Those in leadership roles are expected to be competent in basic social skills, have an apt demeanor, and someone who is trustworthy. The last requirement for highly productive management is to have an appropriate number of team members. As group sizes increase, the pressure to formalize roles increases. Shared leadership is the term for the entire process; this theory tries to explain the relationship between leaders and their directives roles, including the relationship to vertical leadership. The style proposed in shared leadership is a combined style based on both vertical leadership and distributed forms of leadership because different members perform different types of leadership at the same time. Overall, distributed leadership theories demonstrate a radically different perspective in that the focus is not on the role of the leader but on that of the

Situational leadership, developed by professor Paul Hersey and author and consultant Ken Blanchard. Their approach was based off of a 1967 article by W.J. Reddin called The 3-D Management Style Theory. In his article, Reddin discusses the need to have different styles based on the demands of the leader. A leader needs to be flexible in their approach to meet the needs of the job, their superior and their subordinates (1967). Hersey and Blanchard progressed this theory by introducing the Situational Leadership II model. Their model breaks leadership into four different styles, and how a leader must alter their approach in supporting and directing their subordinates based on a given situation. These styles are directing (S1), coaching (S2), supporting (S3) and delegating (S4). The model also focuses on the development level of the subordinates by categorizing them between low (D1), moderate (D2 and D3) and

3. Participative Leadership: This style of Leadership behavior gives a better outcome when the subordinates believe that they control their own destiny i.e. internal locus of control.

Persuasion is described as the deliberate process that intends to change an individual’s attitudes, behaviours or beliefs from their previous initial views and ways of behaving in society. Persuasive communication is widespread and evident all around us, including in central areas of politics, marketing and media. Burkholder et al’s (2003) findings support the idea that there are cultural differences evident in the effectiveness of persuasion, in which they found that shortly after the end of the Iraq war, surveys indicated that although Americans favoured the use of military action against Iraq by 2:1, Europeans opposed it by the same margin. There are four key factors that help influence persuasion amongst the masses, depending on their

The last style is called laissez-faire leadership. Here leader usually participates minimally and let team members find their own way out by allowing complete freedom in decision making (Simmons and Striley, 2014).