Laboratory Management - 02 Principles of Leadership

o LABORATORY MANAGEMENT PRINICIPLES OF LEADERSHIP OUTLINE • Principles of Leadership o Leadership vs. Motivation o Leadership o Application of Leadership Principles • PRINCIPLES OF LEADERSHIP • It helps to think of leadership as inspiring others to work hard to accomplish important tasks. It is also one of the four basic functions of management. Planning sets the direction and objectives; organizing brings together resources to turn plans into action; leading builds commitments and enthusiasm for people to apply their talents to help accomplish plans; and control helps to ensure that plans turn outright. LEADERSHIP VS MOTIVATION • • Motivation - Deals with reason people act the way they do o Reason why people do/work what they do o The drive on why people work o Most motivation rely on what they need for/benefit from o Reason for motivation ▪ Need - money/salary, food ▪ Benefits - allowances, perks, coverage, insurance ▪ Satisfaction - fulfillment/happiness from job o Can be based on Maslow’s Hierarchy of Needs ▪ Core/Anchor of most theories on motivation ▪ Primary Needs • Required for survival, preservation of life • Always address these needs • Physiological Need - Food, Water • Safety Need - Decent House ▪ Secondary Needs • Things one may or may not achieve • There’s no adverse effect when not achieved • Social Need - interactions, relationships • Esteem Needs - ego-related needs; sense of power, recognition • Self-actualization - fulfillment, happiness Leadership - Use motivational principles to achieve organizational goals o Way of influencing people using motivation to influence people to lead people towards goals FACTORS INVOLVED IN LEADERSHIP • • • • • • • Process of influencing the efforts of others to achieve designated organizational goals Directing function in the management process model, to persuade, direct, inspire, guide and bring about a commitment to a common cause on the part of participants ORGANIZATION FACTORS THAT INFLUENCE LEADERSHIP SUCCESS • Corporate Culture and Delegation of Authority o Corporate culture - established the climate and rules under which management operate Leaders Followers Situations o Provides anchor for actions of leaders and followers o Leadership styles depend on situations LEADERSHIP MODELS LEADERSHIP • Authority - briefly refers to authorization (empowerment) to act in the name of organization; associated power of authority implies the ability to sanction others to ensure compliance with established rules, directives or objectives Management Styles o Exploitative and Authoritative - Managers view workers only as tools and means of production and feel no further obligation to them. ▪ Managers do not care about their subordinates o Benevolent and Authoritative - Managers feel they know what is best for their employees and need inly inform and direct their actions without seeking any feedback. ▪ Can be patriarchal approach; cares on some level but disregards any opinions from subordinate ▪ Firm with decisions, directives, orders but they know/believe in what’s best for their subordinate o Consultative - Manager feels the opinions and advice of the staff are useful but all decisions remain exclusive purview of the manager. ▪ Listens to subordinates but final decisions remain with the manager o Participative - Input and responsibility for decision making and performance are placed directly on the staff or as close to the production process as possible with only general guidance and oversight from management. ▪ Employee-centered ▪ Decision is based on majority ▪ For indecisive managers but may cause some issues in the long run • Centers on: Personal Traits and Behavior of Leaders and the impending circumstances of the situation Structured approach in leadership Employee- Oriented versus Production-Oriented o Employee-Oriented ▪ Spent more time in actual supervision rather than in production work ▪ Supervised less closely while allowing works more latitude in performing duties ▪ Demonstrated concern for their people both on and off the job o Production-Oriented ▪ Emphasize high productivity at the expense of at other factors; focuses more on output ▪ Viewed their workers as only tools for use by the company in the manufacturing process and spent the majority of their time on production-related problems. Structure versus Consideration Leadership Style o Structure - allocation of specific tasks; ▪ Tasks depend on position o Position - enlists expected responsibilities 1 o o Initiating Structure ▪ Emphasis on actively directing the staff toward getting the work done: • paying attention to assigning particular task • specifying and clarifying what is expected of subordinates and the uniformity of the procedures to be followed • personally deciding what and how work will be done Consideration Behavior ▪ Typified by manager’s efforts to explain their action ▪ Treat workers as equals ▪ Listen to subordinate’s concerns ▪ Look out for their personal welfare ▪ Give advance notice of changes ▪ Be generally friendly and approachable o • • The Managerial Grid o Shows relationship between a concern for people (consideration orientation) and concern for production (structure orientation) o Devised by Robert R. Blake and Jane S. Moutun o Influenced by five factors: ▪ The attitudes and assumptions of the manager ▪ The policies and procedures of the organization ▪ The day-to-day operational situation ▪ The social and personal values of the manager ▪ Chance o To use the managerial grid to improve and strengthen leadership ability, the leader should go through the following steps: ▪ Identify the current style ▪ Decide on themselves the best style for a given situation ▪ Determine what attitudes and behavior changes are required to reach their goal ▪ Encourage management to develop the organizational culture necessary for the preferred style to flourish The Managerial Grid ▪ 1,1 Impoverished management ▪ 1,9 Country club management ▪ 9,1 Authority-obedience management ▪ 5,5 Organization man management ▪ 9+9 Paternalistic, “father knows best” management ▪ Opp Opportunitistic, “what’s in it for me?” management ▪ 9,9 Team management Theory X and Theory Y o Proposed by Douglas McGregor o Leadership behavior is based on manager’s assumptions about the nature of people which in turn translate into the level of performance achieved by their employees o Expectancy and Reinforcement motivational theories also support this approach o Theory X managers believe that people: ▪ Are inherently lazy and dislike work ▪ Must be coerced into performing their duties by constant supervision and maintenance of tight operational control ▪ Have no ambition and little interest in improving their efficiency on their own and must be prodded to produce o Theory Y managers believe that: ▪ Work is a natural part of life ▪ People have a high degree of ingenuity and creativity that they are eager to apply to the job ▪ Worker potential is only partially tapped by company ▪ Workers are self-learners and seek responsibility for their performance ▪ Workers exercise self-control and self-discipline if they are committed to a goal, and the strength of this commitment depends on the reward associated with the achievement SITUATIONAL LEADERSHIP MODELS • Contingency Model o Proposes that success of a manager as a leader is contingent on two factors: the leadership style of the manager and favorableness of leadership situation o Leadership style according to Fred E. Fielder’s theory can either be relationship-oriented (emphasize good interpersonal relationships as an important means of 2 • • accomplishing work) or task-oriented (focus on completing a job first and taking care of people as secondary to accomplishing their primary mission o Favorableness - the amount of power, control, and influence wielded by a manager in a particular set of circumstances ▪ Three components establish the favorableness dimensions of a situation: • Leader-member relations - the trust of the leader to its members • Task Structure - how routine/fixed is work • Position Power - influence based on reward/punishment Continuum of Leadership o Robert Tannenbaum and Warren Schimdt recognized that leaders are somewhat in between two extremes o Based on the relationship between managers and their staffs and level of participation allowed in in the decision-making process o Autocratic to Democratic o Recognizes seven degrees of freedom o 7 degrees of freedom 1. Total use of authority by the supervisor 2. The manager makes all the decisions but attempts to sell and persuade the staff of the validity of his or her viewpoint 3. The boss makes all decisions but invites input, suggestions and questions from staff 4. Manager makes the decisions but seeks support and approval from the subordinates 5. Supervisor gathers the data and defines the problems then seeks suggestions and recommendations for solutions before making a decision 6. Manager provides information, supervision and guidance but requests that the staffs make the decisions 7. Managers focuses on setting general policies and procedures for the department but allows total freedom and responsibility to the employees to function and make decisions with these broadly defined boundaries ▪ 1-3 - boss-centered ▪ 4 - equal ▪ 5-7 - subordinate-centered Normative Theory o Victor Vroom and Phillip Yetton proposes that managers are capable of adjusting their leadership style to meet the particular circumstances of a given situation o Also referred Vroom-Yetton Decision Model o Five possible behavior styles: ▪ A-I: The manager makes decisions based on the current information available ▪ A-II: Manager seeks necessary information from subordinates before making a decision ▪ C-I: Manager shares the problem with selected individuals before making a decision ▪ C-II: Manager shares the problem with all members of the group but makes the final decisions ▪ G: Manager shares the problem with the group and a decision is reached by consensus APPLICATION OF LEADERHIP PRINCIPLES • • • • The Management Process- Planning, Organizing, Directing and Controlling Path-Goal Theory-proposed by Robert J. House and it emphasizes the role of the leader in providing and streamlining a path by which subordinates can achieve their own and institution’s goals 2 crucial factors o The characteristic of workers o The nature of task to be performed 2 elements that the leader addresses o The goal component o The path facet • 3