Chapter 2 Flashcards
WHAT SKILLS DO Healthcare LEADERS POSSESS?
Integrity and trust
Empowerment and delegation
Consistency in decisions and mentorship
Identified leadership Dimensions
GLOBE:
Charismatic/value-based (visionary, inspirational, integrity, decisive)
Team-oriented (collaborative, integrative, diplomatic)
Participative (non-autocratic, allow participation in decision-making)
Autonomous (individualistic, independent, unique)
Humane (modest, tolerant, sensitive)
Self-protective (self-centered, status-conscious, face-saver)
Management frame of reference:
short term goals predict tangible results maintain order establish structure monitor results solve operations-focused problem
Leadership frame of reference
solve change-focused problems long-tern goals offer a vision of the future communicate the vision establish strategies for change motivate and inspire
Leadership hierarchy Level 1:
highly capable individual
all staff that remain employed
makes productive contributions to group efforts; demonstrate good work habits
Leadership hierarchy Level 2:
contributing team member
most professional staff
contributes to achievement of group objectivies; works well with others
Leadership hierarchy Level 3
competent manager
most department heads
organizes people and other resources toward the efficient completion of objectives
Leadership hierarchy Level 4
effective leader
administer, CEO or department head
catalyzes commitment; stimulates other to high performance standards
Leadership hierarchy Level 5
level is rare and not found in all organizations
builds greatness through a combination of personal humility plus professional will
Isolates:
completely detached, alienated, and unaware of their leaders. They just do the job and maintain the status quo.
Bystanders:
are aware of what is happening, but choose not to get involved. They do as expected but do not care about the work or organization.
Participants:
engaged and try to make an impact, which may be positive or negative. They are good junior partners when they agree with leaders, but act as independent agents when they don’t agree
Activists:
feel strongly about their organizations. They work very hard on behalf of the leader as part of the inner circle of allies, or they may work just as hard to undermine a leader.
Diehards:
prepared to “die for the cause.” They have an all-consuming devotion that emerges only under dire situations in which they put the interests of others before them-selves. These followers may be assets to leaders or lead to their downfall. Whistleblowers are considered diehards
Mechanistic model:
- Clear job descriptions, rigid vertical chain of command, centralized control, and standardization
- reliance on written communication, rules and tasks
- effective when the environment is stable and predictable
Organic model:
- Flexible structures for quick adaptation to the environment, vague job descriptions with less specialization, fluctuating divisions of labor and authority, high use of information technology
- Tasks assigned to teams with autonomy in their work
- Committees, taskforces, and teams with liaisons who function across all units
Mechanistic-leaning
More efficient with a lower cost/unit
Fewer mistakes because more protocols and highly specialized workers
Many people must work together
Innovation slows down, change is difficult, adaptation to external forces is weak
Organic-leaning
Allows quicker responses
Reliance on interdepartmental coordination
Empowerment of employees to make immediate decisions for reimbursement changes, patient requests, new technology
Less predictability, lower efficiency, increased costs
When would a mechnaistic model be used?
because of volume of predictable tasks that are simple and routine, or complicated and dangerous. Standardize to reduce risks and costs
control costs, provide direction, and progress in established work
When would be the organic model be used?
to collaborate with others, plan new work, and develop new ideas for services
for unpredictable tasks and processes. allowing flexible problem-solving with worker input
Lateral Leaders:
lead from alongside rather than from above
Potential barriers to female leaders include
Poor mentoring for women and other minorities
Lack of opportunities to serve on boards and committees
Gender-based compromises and sacrifices within two-career families
Stereotypes about gender differences in social roles, personality traits, and leadership capabilities
INFLUENCE
Is a mechanism for using power to change behaviors or attitudes
DIRECT POWER
People without influence rely on direct commands
Servant Leader Theory
Central premise asserts that leadership grows out of service to others
Leader is encouraged to serve others (employees) while maintaining a results-oriented focus on the organization’s values and integrity
Desirable aspects of diversity
Variety of perspectives is invaluable for solving problems and meeting the needs of a wide range of cultures in any community.
Undesirable aspects of diversity
Diverse groups of workers may be less communicative and less integrated. This results in increased levels of conflict among workers.
Veterans
born 1922-1943
Baby Boomers
born 1944-1960
Generation X
born 1961-1980
Nexters
born 1981-2000
Upper Level Management
frame of reference: the organization vision, values, mission coordination organization-wide integration long-term goals dealing with the external environment
Middle-Level Management
frame of reference; various cluster or work groups and related work groups
coordination of groups
variety of operations
relatively short term goals
First-Level Management
frame of reference: personnel in a department and functionally related departments
coordination of individuals
direct care operations
short-term goals
FINHOP model
finance information management networking human resource management operations planning and forecasting
Sponsor
open doors to new managers
Coach
show the ropes
Protector
Buffer from negative experiences
Exposer
create new opportunities
Challenger
stretch skills
Role model
Develop new behaviors by example
Counselor
accept and confirm efforts/friendship
Delegation mistakes
by dumping
only to good performers
only to ineffective performer
When is feedback usually accepted?
when it relates to a prioritized personal goal of the individual
Relative Effort Needed to Change Selected Work Variables from easy to hard
job skills organization and time management management of work knowledge attitudes habits traits personality characteristics
