Medical & Health // Benchmark – Effective approaches in leadership and management
Benchmark – Effective approaches in leadership and management
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Benchmark – Effective approaches in leadership and management
Taleb explained the concept of leadership as a “process in which influences a group of individuals to work towards the achievement of a common goal or vision” [2010, p. 288]. In this regard, a leader is deemed more than a head of a body for most likely, he is the blood that continuously delivers the necessary elements of growth and development, works through the other systems, and circulates in vessels through heart of organization to pumps out the nutrients and oxygen that sustains the entire body of an organization. In this section discussed the leadership styles such as authoritarian, participative or democratic, laissez-faire, and transactional/transformational.
Authoritarian leadership
Chu [2010] noticed that a leader’s efficiency and strength is rooted from higher personal integrity or self-cultivation, and that it gauged under the atmosphere of ruling people. In this regard, authoritarian leadership is referred to as “highlighting leader’s authority, by not allowing any challenges and requesting the subordinate’s obedience” [Chu, 2010, p. 2]. Under authoritarian leadership, the leader has dominant or tyrannical behavior by which decision authority is centered to patriarchal style of work. Accordingly, this deficiency of leadership behavior conflicts with the interpersonal relationship between subordinate and leader, particularly when the leader acts insistently and destructively towards subordinates.
In this regards, Giorgi argued that “an authoritarian leadership or style of management may also promote bullying at work by creating an oppressive climate without open communication and with a high occurrence of negative social behaviors” [2009, p. 36]. Due to detainment of power or authority in a leader, the tendency of holding it against subordinates is at high possibility. As authoritarian leader creates decisions, research pointed out that innovations are negatively transpiring in organization for the fact that the focus performance is mainly on performance related reward systems. Further, research finds that authoritarian leadership has negative impact on working morale of subordinate-superior relationship [Chu, 2010]. Thus, it promotes unsatisfied and stressed employees, who are complying with superior’s perceptive standard and prompt to perform increasing tendencies of bullying.
Participative or Democratic Style
Research showed that participative style of management is a “joint decision making or at least shared influence in decision making by a superior and his or her employees and offers an array of potential benefits to superior and subordinates [Benoliel & Somech, 2010, p. 285]. Contemporary management is confronted with problems that emerge from different origins in the healthcare industry, akin to economic, financial, clinical, and legal. Growing recognition of styles of management in handling numerous challenges organization to examine the roots of management problems and single out strategies for resolution. Angermeier et al. emphasized that within a large U.S. healthcare organization, participative management climate characterizes major challenges in the healthcare industry, and that is, “customer service, medical errors, burnout, and turnover intentions” [2009, p. 127].
With rapid growth of technology, aging and less-insured people, and unpredictable economy, healthcare executives are faced to do more with existing resources in order to sustain significant productivity and commitment of individuals [Benoliel & Somech, 2010]. Thus far, participative or democratic style of leadership suggests that managing organization is a balancing process between productivity of employees’ performance and profitability to attract improvement in terms of patient care and effectiveness of healthcare in its entirety. In addition, study provides evidence that a participative or democratic leadership creates stimulating schemes that prompt ingenuity, commitment, and efficiency among employees due to the fact that they could participate in decision making – share their ideas and information that collectively influence the effectiveness of organization and input work-related motivation because bottom-up communication is permitted [Angermeier et al., 2009].
Laissez-faire
Xirasagar defined laissez-faire as “indifferent or lacks of leadership” [2008, p. 602]. Management, who applies this style of leadership, is as if no leadership existing because he does not involve himself with subordinates’ actions and unresponsive with organizational outcomes. Basically noted characteristics of laissez-faire leadership is that, leader is demonstrating an attitude of relinquishing responsibility – to make decisions or address important issues, reassigning proactively the potentials problems of management to the people in lower hierarchy of organization [Brahnam et al., 2005]. This type of leadership is a deviation from expected performance of norms and standards of management. Due to inactivity of a leader, the highlight of healthcare delivery is lacking of innovation and development. It is because, though workers have knowledge and expertise in effective and efficient process of healthcare organization, support system from administrative environment to enable maximum subordinate performance is diminishing due to the fact that it is the supervisor that holds the authority. With the aging population of United States, Spinelli [2006] argued that laissez-faire works in a non-leadership system, in which organization survives in the current climate not because of leader’s effectiveness but due to competent traits of subordinates in self-administering the necessary performance of organization. Noted that, failure or inadequacy of a leader in effective management effect to complexities of potential problem to becoming a constructed that conflicts with supervisor-subordinate relationship. Therefore, laissez-faire results in the lowest level of group behavior and efficiency of output produced by subordinates, thereby resulting to poor satisfaction of patients in the expectation of access to cost-effective and quality healthcare [Spinelli, 2006; Xirasagar, 2008].
Transactional and Transformational
Leadership is an art of experience; a great leader can transform from a junk to a thing of value. A person can never realize the essence of being part of an organization without having the experience of leading and be led as well [Hirsh, 2009]. For inside-out the most powerful concepts in transforming culture is to come across an effective leadership. Importantly, leadership is everyone’s business. It is not only limited to the leader per se because it involves an interaction between and among people – the leader and follower – of organization. There are five sub-scales classifications of transformational leadership – idealized influence, idealized influence-behavior, inspirational motivation, intellectual stimulation, and individualized consideration, and two scale items in transactional leadership – contingent reward and management by exception [Xirasagar, 2008, p. 604]. With consistent demand to development, transactional and transformational leadership generally support the improvement of physician executives and health workers’ improvement by structuring strengths and potentials through education, training, and in-depth practice.
The strength of an organization lies not only on the competency of capital, investment, and global connection. The concurrence between subordinates and superior creating a balance relationship renders organization to be productive and profitable even working in limited resources; that is because of the leadership styles employ by management in connecting with people. In this paper, participative management is deemed effective among other styles of leadership integrated with transformational advantages. The permission of top-down management to collate ideas and information from bottom-up employees directs organization to be more responsive, competitive, and efficient in providing better performance to consumers [patients]. As noted, there can be no changes that take place in an organization without the support system of administration; such that, healthcare organization must consider subordinates as high and value resources. Hence, it is only through the participation of employees to strategic plans of management that it is expected to increase the potential improvement of individual and organization-wide.
References
Angermeier, I., Dunford, B.B., Boss, A.D., Boss, R.W., Miller, J.A. Jr. [2009]. The Impact of Participative Management Perceptions on Customer Service, Medical Errors, Burnout, and Turnover Intentions/Practitioner Application. Journal of Healthcare Management, 54 [2], 127-40.
Basu, K. [2006]. Gender and Say: a Model of Household Behaviour with Endogenously Determined Balance of Power. Economic Journal, 116 [511], 558-580.
Benoliel, P. & Somech, A. [2010]. Who benefits from participative management? Journal of Educational Administration, 48 [3], 285-308.
Brahnam, S.D., Margavio, T.M., Hignite, M.A., Barrier, T.B., & Chin, J.M. [2005]. Preview A gender-based categorization for conflict resolution. The Journal of Management Development, 24 [3], 197-208.
Chu, P. [2010]. A Study of the Influence of Paternalistic Leadership and Subordinate-Supervisor Relationship on Working Morale. Journal of Global Business Management, 6 [2], 1-8.
Giorgi, G. [2009]. Workplace bullying risk assessment in 12 Italian organizations. International Journal of Workplace Health Management, 2 [1], 34-47.
Hirsh, C.E. [2009]. The Strength of Weak Enforcement: The Impact of Discrimination Charges, Legal Environments, and Organizational Conditions on Workplace Segregation. American Sociological Review, 74 [2], 245-271.
Spinelli, R.J. [2006]. The Applicability of Bass’s Model of Transformational, Transactional, and Laissez-Faire Leadership. Hospital Topics, 84 [2], 11-19.
Taleb, H.M. [2010]. Gender and leadership styles in single-sex academic institutions. The International Journal of Educational Management, 24 [4], 287-302.
Xirasagar, S. [2008]. Transformational, transactional and laissez-faire leadership among physician executives. Journal of Health Organization and Management, 22 [6], 599-613.
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