Mc connell pp_ch13

© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell


Chapter 13

Leaders and ManagersLeaders and Managers


True Leader

True leaders can influence people

over whom they have no formal

authority. This is often referred to

as “horizontal management,” and it

is one of the marks of a true leader.


Organizational Culture

A pattern of basic assumptions that

has worked well enough to be

considered valid and to be taught to

new members as the correct way to

perceive, think and feel in relation

to coping with problems.


Leaders --

shape the culture of their

organization, and to a

considerable extent the culture

shapes the leaders.


Leading vs Managing

Although “leader” and “manager”

are often legitimate synonyms for

each other, the difference in

organizational life is often that the

manager pushes the group but the

leader moves with the group.


Authoritarian Leadership

Leaders who use this style are often

described as task oriented,

paternalistic, or autocratic—what

the leader says, goes; you will

follow or else. (“Theory X”)


Participative Leadership

Leaders who behave according to

this style are often referred to as

people-oriented—they bring

employees into the planning and

decision-making processes.

(“Theory Y”)


Theory Z Leadership

“Japanese Management” --

characterized by employee participation

and egalitarianism. It features

guaranteed employment, maximum

employee input, and strong reliance on

team mechanisms such as quality

circles.


Bureaucratic Leadership

Terms descriptive of this style

include rules oriented, by-the-book

management, essentially

impersonal, there-must-be-a-

procedure-for-everything.


Situational Leadership

This style of leadership involves

adapting one’s approach to the

individual situation; “different strokes

for different folks” leadership.


Laissez-Faire Leadership

This kind of leadership is essentially

hands off, fence-straddling,

exercising little authority or control;

it is essentially non-leadership.


SPECIAL VARIATIONS

Manipulation (speaks for itself)

Management by Crisis (fire-fighting)

Management by Exception

Management by Objectives

Management by Wandering Around


Contemporary Leadership Activities

Team building and group problem

solving

Cross-training for efficiency and

flexibility

Employee empowerment

Improved quality and customer service

Cost cutting



Managing change (new services,

products, or facilities)

Staff reductions or other personnel

rearrangements

Decentralizing activities or

establishing satellite activities

Worker safety and health programs



Environmental preservation

Patient home care

Point-of-care services (for example,

expanded bedside services)


Leadership at its Strongest

Leadership in its strongest

form is leadership by

example.


Effective team leaders are competent.

They possess professional and team

leadership skills,.

People look up to them and respect their

expertise.

Their opinions and advice are sought after.

They are asked to serve on important

committees.


Effective team leaders are competent. (continued)

They work to constantly improve

their capabilities.

They can answer most questions

They cooperate fully with their

counterparts.


Effective team leaders emotionally stable.

They exhibit a relaxed leadership style.

They remain cool and calm under

pressure.

They handle stress well.

When they get upset with people, they

focus on behavior, not on personalities.


Effective team leaders get the job done

They provide a sense of direction and set high expectations and standards.

They expect and demand good performance. They are well organized and always

prepared. They are proactive; they anticipate and

prepare for change. They focus on important matters; they do

not nitpick.


Effective team leaders get the job done

They place the right people in the right jobs.

They do not waste their time or that of their followers.

They stimulate innovativeness and invite ideas.

They provide all the resources their teams need.

They get rid of the deadwood.


Effective leaders are effective communicators.

They use memos, meetings, and other communication channels effectively.

They provide clear instructions and request feedback to ensure understanding.

They are articulate and persuasive, but they do not manipulate people.

They are excellent listeners.


Effective leaders are effective communicators

They share information but do not repeat gossip.

They do not withhold bad news. , They are effective teachers. They provide feedback, both positive and

negative, as needed. They criticize behavior, not people or

personalities. They are quick to praise and to give credit.



They acknowledge their own mistakes and learn from them.

They always seem to know what’s going on.

Effective team leaders are unafraid. They thrive on responsibility. They take risks, and they bend rules

when doing so makes sense.



They are innovative and flexible. They chalk up failures to

experience. They keep their fears to themselves. They encourage creativity and risk

taking. They accept responsibility for

failures.


Effective team leaders are credible

They are dedicated to telling the truth.

They keep their promises and fulfill their commitments.

They admit their mistakes. They do not take credit for the ideas

of others. They do not play favorites, and their

credibility is above reproach.


Effective leaders develop committed followers

They care about their followers. They roll up their sleeves and help. The go to bat for their people. They empower employees. They provide their people with

whatever they need to get their work done.

They allow people freedom in how the work is done.



They do not play favorites. They are fully as attentive to people

below them as to those above. They invite and respect the opinions

and suggestions of all their employees.

They provide opportunities for employees to use newly or previously untapped skills.



They encourage and support suggestions. They articulate what they value and back

this up. They reward cooperation as highly as they

reward individual achievement. They are helpful and anticipate the needs

and problems of their team members. They defend their people from harassment.


Effective leaders exhibit charisma.

They maintain a childlike fascination. They make it a point to catch people

doing something right . . . and tell them so.

They hold a warm handshake and smile. They use the other person’s name often. They project energy and enthusiasm. They are good role models.


Supervisory Mistakes

Potential supervisory mistakes are

many; they are far more numerous than

can be listed here. Everyone entering

supervision will make some mistakes;

those who succeed in the long run will

learn from those mistakes.

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