Leadership in Healthcare Flashcards
the ability to know one’s emotions, strengths, weaknesses, drives, values and goals. Being aware of the impact of these elements on other people. (This was called introspection, back in the day.) It requires taking your own “emotional pulse” when involved in stressful circumstances.
- Self-awareness
involves controlling or redirecting one’s disruptive emotions and impulses and adapting to changing circumstances. Control what you say, particularly negative comments. Take a pause before you respond to people. Always take the blame that’s yours, but also look for the “teaching moment” in situations. Practice being calm. This is the external actions that are generated by the self-awareness steps taken above.
- Self-regulation
stay optimistic! Look for the positives in any circumstance. Make long-term goals and set short-term goals to achieve them. “Be driven to achieve for the sake of achievement.” When you are down, refocus on what you like about your work and your goals. If, after all of this, you don’t like your circumstances – change them!
Motivation
consider other people’s feelings especially when making decisions. Put yourself in someone else’s shoes and look at the situation from his/her perspective. Read body language and tone. Respond to feelings, when appropriate and try to encourage loyalty.
Empathy
managing relationships to move people in the desired direction. Improve your two-way communication skills – this includes listening more than speaking, looking people in the eye when either of you speak, and rephrasing the words of others to clarify meaning. Learn and practice conflict resolution techniques. Learn how to praise others.
Social Skills
This “Do what I say” approach can be very effective in a turnaround
situation, a natural disaster, or when working
with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’
motivation.
Coercive
takes a “Come with me” approach: she
states the overall goal but gives people the
freedom to choose their own means of
achieving it. This style works especially well
when a business is adrift. It is less effective
when the leader is working with a team of experts who are more experienced than he is.
Authoritative
“People come first” attitude.
This style is particularly useful for building
team harmony or increasing morale. But its
exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative
leaders rarely offer advice, which often leaves
employees in a quandary
Affiliative
. This style’s impact
on organizational climate is not as high as you
might imagine. By giving workers a voice in
decisions, democratic leaders build organizational flexibility and responsibility and help
generate fresh ideas. But sometimes the price
is endless meetings and confused employees
who feel leaderless.
Democratic
A leader who sets
high performance standards and exemplifies
them himself has a very positive impact on
employees who are self-motivated and highly
competent. But other employees tend to feel
overwhelmed by such a leader’s demands for
excellence—and to resent his tendency to
take over a situation.
Pacesetting
This style focuses
more on personal development than on immediate work-related tasks. It works well
when employees are already aware of their
weaknesses and want to improve, but not
when they are resistant to changing their
ways.
Coaching
employee lacks sufficient skills or knowledge. Requires close monitoring
Telling
employee is capable, but needs motivation or an explanation to perform
Selling
employee capable, but tasks are higher level. Requires “advice”
from Manager
Participating
Employee functions freely and effectively. Manager is still responsible, but little need for interaction.
Delegating
