Chapter 9 - Leading Theories and Models

Chapter 9: Leading: Theories and Models Leading: the process by which a person tries to influence someone else to voluntarily accomplish a task, goal, or vision. Leadership Styles: 1.9 Country Club Style: emphasizes people, minimal attention to tasks 9.1 Task Orientation: emphasizes tasks, minimal attention to people 9.9 Team Management: emphasizes both people and tasks 5.5 Middle of the Road: moderate attention to both people and tasks 1.1 Impoverished Style: detached and uncommitted Situational Theory: assumes leadership effectiveness depends on the characteristics of the leader, followers, and the situation. Trait Theory: suggests leaders are born, not made. Skills Theory: focuses on the skills that make leaders effective, including technical skills, human skills, and conceptual skills. Behavior Theory: emphasizes the behaviors of leaders, such as initiating structure (task-oriented) and consideration (people-oriented). Theory X and Theory Y: Theory X: assumes people dislike work, are lazy, and need to be directed. Theory Y: assumes people like meaningful work, are creative, and can self-direct. Visual Elements Layout: The image is divided into several sections, including a title, headings, and subheadings. Font: A sans-serif font is used throughout the image, with bold text used for headings and subheadings. Tables: A table is used to present the different leadership styles. Diagrams: A diagram illustrates the Theory X and Theory Y assumptions. Spacing: The text is well-spaced and easy to read. Theory concern for workers, deciops lomm term cooperative relationshya Shaw yet steady growth opps promotes indcl responsibility Autocratic Leadership Based on Theory X Tight supervision, close oversight Distrust Decisions made unilaterally by manager Minimal involvement of workers •Limited, top-down communication Coercion, extemally controlled rewards Consultative/Participative Leadership Based on Theory Y Loose general supervision, self-direction Trust Decisions shared by manager and workers Extensive involvement of workers Open, frequent, two-way communication Internal rewards from the work and job Factor Authority Besacesibility Work relationships Allen, Jyalty Dreisam Managers Physicians Organizational, legitimate, expert, shared or individual Professional, expert indhidual Individual and gro Mostly individual Hierarchical, bunaucratic, group Fewe, colingiai Te patients and clients To the organization Deliberater, ses put frem others, hased on consensus Quick, based on o judgment Viewest as limited, must be used wisely Ехнат 9.4 Differences Between Managem and Physicians Resources Patient foun Time frame Dealing with uncertainty Fenitrack received Responsiveness Compensation Astume nesources will be avalable Groups and populations of patients Usually one patient at a time Ranges from now to years in the future Now, today, this week short-tene Accepted as part of the jo Sporndic, vague To patients, families, phy Sictans, board members, employees, accreditors, other stakehalders Expects more certainty Specific, frequent To patients, families, phy Sicans, other patient ce team members Salary Shifting from pay patient/procedure te value-based payment Transacional Aciers won get moneded-this for that Transformarional vision respiration, employee neads focused Sarantit serve turners mlp them succeed requires humility, more power to Followers "Avibentic Ethical + Based on values, morals, & fair and trustworthy personal σετισης Stela dovelopment