Why is leading by example is so important? What are some of the problems that can arise when we dont lead by example??Have you ever lead by example or experienced some

Chapter 13

Leaders and Managers

True Leader

True leaders can influence people

over whom they have no formal

authority. This is often referred to

as “horizontal management,” and it

is one of the marks of a true leader.

Organizational Culture

A pattern of basic assumptions that

has worked well enough to be

considered valid and to be taught to

new members as the correct way to

perceive, think and feel in relation

to coping with problems.

Leaders —

shape the culture of their

organization, and to a

considerable extent the culture

shapes the leaders.

Leading vs Managing

Although “leader” and

“manager” are often legitimate

synonyms for each other, the

difference in organizational life is

often that the manager pushes

the group but the leader moves

with the group.

Authoritarian Leadership

Leaders who use this style are

often described as task oriented,

paternalistic, or autocratic—what

the leader says, goes; you will

follow or else. (“Theory X”)

Participative Leadership

Leaders who behave according

to this style are often referred to

as people-oriented—they bring

employees into the planning and

decision-making processes.

(“Theory Y”)

Theory Z Leadership

“Japanese Management” —

characterized by employee

participation and egalitarianism. It

features guaranteed employment,

maximum employee input, and

strong reliance on team

mechanisms such as quality circles.

Bureaucratic Leadership

Terms descriptive of this style

include rules oriented, by-the-

book management, essentially

impersonal, there-must-be-a-

procedure-for-everything.

Situational Leadership

This style of leadership involves

adapting one’s approach to the

individual situation; “different

strokes for different folks”

leadership.

Laissez-Faire Leadership

This kind of leadership is essentially

hands off, fence-straddling,

exercising little authority or control;

it is essentially non-leadership.

SPECIAL VARIATIONS

 Manipulation (speaks for itself)

 Management by Crisis (fire-

fighting)

 Management by Exception

 Management by Objectives

 Management by Wandering Around

Contemporary Leadership Activities

 Team building and group problem

solving

 Cross-training for efficiency and

flexibility

 Employee empowerment

 Improved quality and customer service

 Cost cutting

Contemporary Leadership Activities

 Managing change (new services,

products, or facilities)

 Staff reductions or other

personnel rearrangements

 Decentralizing activities or

establishing satellite activities

 Worker safety and health

programs

Contemporary Leadership Activities

 Environmental preservation

 Patient home care

 Point-of-care services (for

example, expanded bedside

services)

Leadership at its Strongest

Leadership in its strongest

form is leadership by

example.

Effective team leaders are competent.

 They possess professional and team

leadership skills,.

 People look up to them and respect

their expertise.

 Their opinions and advice are sought

after.

 They are asked to serve on important

committees.

Effective team leaders are competent. (continued)

 They work to constantly improve

their capabilities.

 They can answer most questions

 They cooperate fully with their

counterparts.

Effective team leaders are emotionally stable.

 They exhibit a relaxed leadership style.

 They remain cool and calm under

pressure.

 They handle stress well.

 When they get upset with people, they

focus on behavior, not on personalities.

Effective team leaders get the job done  They provide a sense of direction and set

high expectations and standards.  They expect and demand good

performance.  They are well organized and always

prepared.  They are proactive; they anticipate and

prepare for change.  They focus on important matters; they

do not nitpick.

Effective team leaders get the job done

 They place the right people in the right jobs.

 They do not waste their time or that of their followers.

 They stimulate innovativeness and invite ideas.

 They provide all the resources their teams need.

 They get rid of the deadwood.

Effective leaders are effective communicators.

 They use memos, meetings, and other communication channels effectively.

 They provide clear instructions and request feedback to ensure understanding.

 They are articulate and persuasive, but they do not manipulate people.

 They are excellent listeners.

Effective leaders are effective communicators

 They share information but do not repeat gossip.

 They do not withhold bad news. ,  They are effective teachers.  They provide feedback, both positive and

negative, as needed.  They criticize behavior, not people or

personalities.  They are quick to praise and to give credit.

Effective leaders are effective communicators

 They acknowledge their own mistakes and learn from them.

 They always seem to know what’s going on.

 Effective team leaders are unafraid.  They thrive on responsibility.  They take risks, and they bend rules

when doing so makes sense.

Effective leaders are effective communicators

 They are innovative and flexible.  They chalk up failures to

experience.  They keep their fears to

themselves.  They encourage creativity and risk

taking.  They accept responsibility for

failures.

Effective team leaders are credible  They are dedicated to telling the

truth.  They keep their promises and fulfill

their commitments.  They admit their mistakes.  They do not take credit for the ideas

of others.  They do not play favorites, and their

credibility is above reproach.

Effective leaders develop committed followers  They care about their followers.  They roll up their sleeves and help.  The go to bat for their people.  They empower employees.  They provide their people with

whatever they need to get their work done.

 They allow people freedom in how the work is done.

Effective leaders develop committed followers

 They do not play favorites.  They are fully as attentive to people

below them as to those above.  They invite and respect the opinions

and suggestions of all their employees.

 They provide opportunities for employees to use newly or previously untapped skills.

Effective leaders develop committed followers

 They encourage and support suggestions.  They articulate what they value and back

this up.  They reward cooperation as highly as

they reward individual achievement.  They are helpful and anticipate the needs

and problems of their team members.  They defend their people from

harassment.

Effective leaders exhibit charisma.

 They maintain a childlike fascination.  They make it a point to catch people

doing something right . . . and tell them so.

 They hold a warm handshake and smile.  They use the other person’s name

often.  They project energy and enthusiasm.  They are good role models.

Supervisory Mistakes

Potential supervisory mistakes are

many; they are far more numerous

than can be listed here. Everyone

entering supervision will make some

mistakes; those who succeed in the

long run will learn from those

mistakes.