Leadership, management Flashcards
levels of public health maintainence
Leading in the public health
- Public Health professionals often lead without authority, working across the NHS, Local Authority and Voluntary Organisations
- Professionals have to change to fit changing circumstances and conditions, alter and modify behaviours, take into account different cultures that effect the situation and the organisation(s) that they are leading
- Need to balance conflicting factors and influences to ensure that there is a common agenda that all organisations are working towards.
- Leadership in Public Health is a particularly crucial leadership area in the U.K.
What is leadership
- Leadership is a function of an individual’s ability to intrinsically motivate people to work together to make a vision reality
- ‘transactional leadership may be seen as management, with transformational leadership being seen as leadership’.
- Gill (2011) suggests we need in the same person people who are managers and managers who are leaders’ (Gale, 2016, p.568)
Public health management and leadership challenges
We need to understand ourselves as individuals
- be aware of our strengths & weaknesses
- be aware of and manage
- our own development needs
We need to understand others
- as individuals
- as members of teams and collaborations in which we participate
- as other work areas
- other stakeholders
- as ‘customers’
We need to understand management and leadership and the similarities and differences between them
Leading Vs management
- “There is a profound difference between management and leadership, and both are important.
- To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct.
- Leading is influencing, guiding in a direction, course, action, opinion.
LEADER - someone who leads or guides others, someone who organises or is in charge of a group, leadership : “the ability to lead others”
MANAGER - someone in overall charge or control of a commercial enterprise, organisation, project etc
Overlaps between manager and leader
Theries of leadership
- Trait theories - Assume that people possess certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioural characteristics shared by leaders.
- Behavioural theories - Based upon the belief that great leaders are made, not born. They focus on the actions of leaders, not on mental qualities or internal states.
- Change -orientated - During change, leadership style can have a strong influence on the perceptions organisational members have regarding change. The way that leaders influence followers’ perception of their behaviour is central to theories of transformational leadership.
- Contingency theories - Different situations require different leadership styles; they specify which leader behaviours are important, how different aspects of the situation are important, and how leader behaviour and the demands of different situations interact together.
- Leader-member exchange theory - Describes the way leaders maintain their position through a series of exchange agreements with their members. Assesses the dyadic relationship between the leader and members, specifically focusing on trust, respect and mutual obligation.
- Servant leadership - “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.” (Greenleaf, 1970).
Trait theories of leadership
- Trait theories assume that people possess certain qualities and traits that make them better suited to leadership.
- Trait theories often identify particular personality or behavioural characteristics shared by leaders.
- Early work found that leaders tend to be higher on traits such as extraversion, sociability, ambition, dominance, self-confidence, integrity and co-operation (Stogdill, 1948).
- Similarly, Bentz (1990) found that traits possessed by senior executives, such as emotional stability and conscientiousness, correlated with pay and effectiveness ratings.
- Although a substantial number of research findings support the trait theory, this early work was variable in quality; the list of traits highlighted as effective in leadership was lengthy; and no definitive, consistent profile of effective leaders was found (Arnold et al. 2010)
9 leadership dimension NHS
- Leading with care
- Sharing the vision
- Evaluating info
- Connecting our service
- Developing capabiity
- Holding to account
- Inspiring shared purpose
- Influencing for results
- Engaging the team
Behavioural theory of leadership
change orientated leadership
During change, leadership style can have a strong influence on the perceptions that organisational members have about change. The way that leaders influence followers’ perception of their behaviour is central to theories of transformational leadership.
There are three types:
- Transformational leaders influence by developing and communicating a collective vision and inspiring people to look beyond self-interests for the good of the team and organisation.
- Transactional leaders influence by controlling their behaviours, rewarding agreed-upon behaviours, and eliminating performance problems by using corrective transactions between leader and followers.
- Laissez-faire leadership is where the leader avoids decision-making and supervisory responsibility. This can reflect a lack of skills and motivation, or a deliberate choice made by the leader (Arnold et al., 2010).
LEWIN 1939, 3 styles leadership
contingency theories of leaderships
- Fiedler’s contingency theory of leadership (Fiedler, 1967) proposes that leaders have relatively stable personal qualities, which leads to a characteristic leadership style.
- Interested in how positively a leader views their least preferred co-worker (LPC). Leaders who rate their LPC highly are assumed to be person-oriented, and those who rate their LPC low are thought of as task oriented.
- Fiedler believed that in different situations having a high LPC is favourable, whereas in other situations a low LPC is more efficient.
Leader-member relations theory
Leader-Member Exchange (LMX) theory describes the way that leaders maintain their position through a series of exchange agreements with their members. This assesses the dyadic relationship between the leader and members, specifically focusing on trust, respect and mutual obligation (Gerstner & Day, 1997).
leaders and supervisors have limited amounts of personal, social and organisational resources (e.g. time, energy, positional power, role, discretion) and, thus, distribute such resources among their subordinates selectively (Graen & Scandura, 1987).
Leaders do not interact with all subordinates equally, which over time leads to varying quality of LMX.
Servant leadership
LEWINS Change model
John adair - action centred leadership
(he was one of first to demonstarte that leadership is a trianable, transferble skills, rather than it being an exclusively inborn ability challenging the widely accepted leadership model known as ‘great man theory’ which dated bacl to 19th century. Helped changed perception of management to encompass leadership to include asosicated abilities of decisions making, communication and time management.
( 1) the Individual, help to get to know ourselves – how we interface/engage with others and how we carry out the many and various
(2) Tasks that together comprise the work that we do. Then via some insights into human motivation we will begin to consider how as individuals, we also engage and act as members of
(3) Teams. We then consider the implications of this for the ways people manage, the ways people in leadership roles lead
Adding value through team working
Emotional intelligence model
