Leadership Styles

BY:Erica Corrao

Melissa HaddleNatalie Hruska

Management Skills for the Health ProfessionalSpring 2013

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Patterns of Leadership

*Range along a scale from purely authoritarian to fully participative

* Five different style patterns

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ExploitativeAutocracy

BenevolentAutocracy Bureaucracy Consultative

LeadershipParticipativeLeadership

L e a d e r D o m i n a t i o n

Emphasis on “The System”Focus on

thePeople

Patterns of Leadership

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The 5 Styles of Leadership1. Exploitative

-harshest style of leadership. -exemplifies absolute power over the people in the group,

-uses the group primarily to serve only for personal interests.

2. Benevolent autocracy -leader is usually kind and sincere in believing that the behavior of those in the group must be closely ordered

and regulated for the good of the organization.

3. Bureaucracy -associated with federal and state government agencies,

especially in health care. -primary emphasis on rules and regulations.

- leader is very by the book, and creates new rules and regulations as new situations and problems arise.

-leader gets so wrapped up in the ‘rule book’ that the ‘book’ itself often becomes more important than the purpose it is actually intended to

serve.

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The 5 Styles of Leadership (cont.)

4. Consultative leadership -Exhibited when the leader remains open to input from

the members of the group, but by pronouncement, attitude, poor practice, retains full decision-making authority. -In many cases this form of leadership is appropriate.

-Often practiced under a participative label.

5. Full participative leadership -exists when plans or decisions are made by all of the group

members as a team. -The leader is a key member of the team and provides advice,

information, and assistance in any way possible, but in advance has made a decision to accept the outcome that is

chosen by the group.

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Excluding exploitative autocracy, there is no “right” or “wrong” leadership style

Styles and patterns need to be changed according to group members and the

project details

Styles of Leadership

What worked before may not work now

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Styles of Leadership TodayMost commonly used:

*autocratic and bureaucratic leadership styles

What styles should be used:

* consultative and participative leadership styles

What should NEVER be used:

*Exploitative autocracy

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Two words that are generally synonymous and interchangeableOne can be a given manager by title, but not a true leaderRegarding function of an organization, one cannot manage without leading and one cannot lead without managingLeadership inspires thoughtManagement develops techniques and

Leadership Values

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Assumptions

- There are two types of opposing assumptions

* Theory X* Theory Y

- Theory X is in its pure state an autocratic leadership

- Theory Y is a participative leadership

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Common Assumptions

- management remains responsible for organizing the elements of all productive activity, that is, bringing together the money, people, equipment, and supplies needed to accomplish the organization’s

goals

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Theory X

- People must be actively managed

- The average person is by nature, indolent, working as little as possible

- The average person lacks ambition, shuns responsibility, and in general prefers to be lead

- The average person is self-centered, resistant to change, and indifferent the needs of the organization

- The average person is self-centered, resistant to change, and indifferent the needs of the organization

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Theory Y

- People are not naturally passive or resistant to organizational needs

- Motivation, development potential, willingness to assume responsibility, and readiness to work toward organizational goals

are not present in most people

- The essential task of management is to arrange organizational conditions and methods of operation so people can best achieve their own goals by directing their efforts toward the goals of the

organization

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Flexibility

- The trick is to know what style to apply and when to apply it

- The same “rules” apply to all employees, you will need to deal differently with individuals in other ways. Some you will consult and

invite participation and others you will simply have to direct

- Learn about the employee has an individual ( thier likes and dislikes)

- Maintain flexibility to accommodate both types of employees

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Flexibility Cont.

- no single style is appropriate to all people and situations at all times

- It only takes one or two perceived contradictions of your self- described style to make you seen as unilateral

- It is best to say little about your own management style and let your actions convey your style for you

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PRIMARY CHARACTERISTICS OF LEADERSHIP

Acceptance by followers is the single factor that defines a true leaderAcceptance must be earned, not commandedLeaders know their missionVision of where they want their organization to goA goal to achieve this mission and vision

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PRIMARY CHARACTERISTICS OF LEADERSHIP

HonestyIntegrityAmbitionInspirationCommunicationInitiativeExperienceEducation

Not all characteristics are found in the most successful leaders

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EMPLOYEE’S VIEWYour employees’ view may be formulated based on:

Do you openly communicate news and ideas with the employee group?Are you aware of employees’ needs and issues?Do you trust and confide in employees to do their job?How do you motivate your employees?Do you provide support to employees?Do you request their input and ideas in decision-making?

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CHARACTERISTICS OF AUTOCRATIC LEADERS

Closed communicatorsUnaware of employees’ needs Have little trust and confidence in employeesRelies on fear and punishment to motivate employeesDo not provide support and often stand alone when things go wrongMake decisions on their own without input from other employees

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CHARACTERISTICS OF PARTICIPATIVE LEADERS

Openness to communicationAware of employees’ problems and needsExtends trust and confidence to other employeesMotivates others by involvement and rewardProvides strong support to all employeesOpen to input from employees when making office decisions

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VISIBLE SUPERVISORHow employees are visible outside of their own responsibilities aide in advancement in their careersEmployees have the greatest effect on performance of the supervisorAs supervisors, it is important to not lose touch with your employees

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VISIBLE SUPERVISORIn order for supervisors to motivate employees to get things done, they should:

Be visible and availableShow concern for employees problemsMaintain an open-door attitudeRely on feedback from employees

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LEADING BY DEFAULTSupervisor who is neither visible or availableWith absence of direction, employees will work and progress in different ways, positively or negativelyDefault manager will not be seen as a true leaderIt is important to be consistently available to employees

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TRUE LEADERSHIPParticipative leadership style is preferred over autocratic leadership style in today’s workersHowever, no single leadership style is appropriate in all situationsTrue leadership is flexible Responding to both individual and organizational needs

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Leadership QuizA VIEW OF YOU AS A LEADER

1. Do I communicate fully and openly?0 1 2 3 4 5 6 7 8 9 10 (0-not at all; 10- completely)

2. Am I aware of people’s problems and needs?0 1 2 3 4 5 6 7 8 9 10 (0- unaware; 10- fully aware)

3. Do I display trust and confidence? 0 1 2 3 4 5 6 7 8 9 10 (0-not at all; 10- fully)

4. Do I motivate using fear and punishment or appreciation and reward?0 1 2 3 4 5 6 7 8 9 10 (0-fear/punishment; 10- rewards)

5. Do I furnish backing and support in a pinch?0 1 2 3 4 5 6 7 8 9 10 (0-never; 10- always)

6. Am I open to employees’ input on problems?0 1 2 3 4 5 6 7 8 9 10 (0-rarely, if ever; 10- usually)

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10 = COMPLETELY PARTICIPATIVE

0 = Fully Autocratic

What does your score say?

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CONCLUSION

A great number of people have some potential for leadership. The essential difference between the leader and non-leader is determined by the degree to which a person succeeds in learning about leadership and applying what has been learned.

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REFERENCES

Benincasa, Robyn. 6 Leadership Styles, and When You Should Use Them. How Winning Works: 8 Essential Leadership Lessons from the Toughest Teams on Earth. June 2012.

McConnell, C. (2012). The Effective Health Care Supervisor. Jones & Bartlett Learning

Fullan, M. (2001). Leading in a culture of change. San Fransico, California: Jossey-Bass

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