HSAD 7302PBHL 7203 HEALTH ADMINISTRATION

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HSAD 7302/PBHL 7203 HEALTH ADMINISTRATION

• LEADERSHIP

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LEADERSHIP

• LEADERSHIP IS A PROCESS
• ONLY INDIVIDUALS LEAD
• FOCUS OF LEADERSHIP IS OTHER INDIVIDUALS OR
  GROUPS
• LEADERSHIP ENTAILS INFLUENCING
• OBJECTIVE OF LEADERSHIP IS GOAL ACCOMPLISHMENT
• LEADERSHIP IS INTENTIONAL
• LEADERSHIP IS ONE ROLE OF EVERY ADMINISTRATOR

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LEADERSHIP THEORY

• TRANSACTIONAL LEADERSHIP
• Leaders direct the members to perform
  transactions that produce value for the
  participants and achieve the organizations goals
  
• TRANSFORMATIONAL LEADERSHIP
• Leaders manage the organizational culture and
  involve the members in the achievement of a new
  vision and level of achievement for the entire
  organization

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LEADERSHIP

• MANAGEMENT
• PROCESS MENTAL AND PHYSICAL, WHEREBY
  SUBORDINATES ARE BROUGHT TO EXECUTE PRESCRIBED
  FORMAL DUTIES AND TO ACCOMPLISH CERTAIN GIVEN
  OBJECTIVES
• LEADERSHIP
• PROCESS WHEREBY ONE PERSON EXERTS SOCIAL
  INFLUENCE OVER THE MEMBERS OF A GROUP, THE
  EXERCISE OF THAT INFLUENCE USED TO DIRECT
  BEHAVIOR

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MANAGERS AND LEADERS(ZALEZNIK)

• 1. Attitudes and Goals
• Managers
• Impersonal, passive goals
• Leaders
• Personal, active goals
• Active instead of reactive
• Shape ideas rather than respond
• 2. Concept of work
• Managers
• Work as an enabling process
• Use flexible tactics
• Use rewards and punishments
• Coordinate and balance opposing views
• Shift balance of power toward solutions
• Leader
• Opens issues to new options
• Project ideas, excite people
• High risk positions
• 3. Relations with Others

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BASES OF POWERLEADER ABILITY TO INFLUENCE

• LEGITIMATE POWER
• Formal power-authority from the
• position
• REWARD POWER
• Ability to reward desired behavior
• COERCIVE POWER
• Ability to punish or withhold rewards
• 4. EXPERT POWER
• Power derive from special
  knowledge/skills
• REFERENT POWER
• Charismatic power, admiration, loyalty

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TRAIT APPROACH

• GOOD LEADERS HAVE A DEFINED SET OF TRAITS
• DECISIVE
• AGGRESSIVE
• SELF-STARTERS
• PRODUCTIVE
• WELL INFORMED
• DETERMINED
• ENERGETIC
• CREATIVE
• INTELLIGENT
• RESPONSIBLE
• ENTERPRISING
• CLEAR THINKING

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StogdillTraits of Leaders

• Strong drive for responsibility and task
  completion
• Vigor and persistence in pursuit of goals
• Venturesomeness and originality in problem
  solving
• Drive to exercise initiative in social situations
• Self confidence and sense of personal identity
• Willingness to accept consequences of decisions
  and actions
• Readiness to absorb interpersonal stress
• Willingness to tolerate frustration and delay
• Ability to influence other persons behavior
• Capacity to structure social interaction systems
  to the purpose at hand

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Emotional Intelligence(GOLEMAN)

• Self-Awareness
• Ability to recognize moods, emotions,
  drives and their impact on others
• 2. Self-Regulation
• Ability to control or direct disruptive
• impulses and moods think before acting
• 3. Motivation
• Passion for work-pursue goals with energy
  and persistence
• 4. Empathy
• Ability to understand the emotional makeup
  of other people-treat people according to their
  emotional reactions
• 5. Social Skills
• Proficiency in managing
  relationships-ability to find common ground

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BEHAVIORAL APPROACH

• GOOD LEADERS ARE CHARACTERIZED BY THEIR
  BEHAVIOR PATTERNS
• BEHAVIOR PATTERNS
• SUPPORTIVE (CONSIDERATION)
• Express appreciation
• Provide rewards
• Equitable distribution of rewards
• Explain
• Stand up for/support
• Help with personal life

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BEHAVIORAL APPROACH

• 2. PARTICIPATIVE
• Share information
• Solicit opinions, facts, feelings
• Encourage alternatives
• Minimize blame
• Assist communications
• 3.INSTRUMENTAL (INITIATING STRUCTURE)
• Plan, organize, control and coordinate
• Obtain and allocate resources
• Task focus

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Behavioral Approach

• 4. GREAT MAN/WOMEN PATTERN
• Exhibits both instrumental (task) and
• supportive (people) behavior
• 5. ACHIEVEMENT ORIENTED
• Leader sets goals
• Help achieve goals
• Emphasis on excellence in performance

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BEHAVIORAL APPROACHTANNENBAUM AND
SCHMIDTLEADERSHIP STYLES

• AUTOCRATIC MAKE THE DECISION
• CONSULTATIVE- ASKS FOR INPUT, BUT THEN MAKES THE
  DECISION
• PARTICIPATIVE- SEEKS INPUT ON PROBLEMS AND
  SOLUTIONS WITH JOINT DECISION MAKING
• DEMOCRATIC-WORK GROUP(FOLLOWERS) MAKE DECISIONS
  WITHIN LIMITS
• LAISSEZ FAIRE- INDEPENDENT FUNCTIONING WITHIN
  BROAD LIMITS

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BEHAVIORAL APPROACHLIKERTS SYSTEM 4

• SYSTEM 1- AUTOCRATIC
• Traditional decisions and unilateral or
• exploitive techniques
• SYSTEM 2- BENEVOLENT
• Structured decisions but not to the extent of
  exploitation
• SYSTEM 3 CONSULTATIVE
• Advisory and friendly climate for most
  decisions, yet not consensus
• SYSTEM 4- PARTICIPATIVE OR DEMOCRATIC
• Team building for consensus and full team
  participation techniques

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SITUATIONAL LEADERSHIP

• GOOD LEADERS MODIFY THEIR BEHAVIOR TO FIT THE
  SITUATION
• Fiedler Contingency Model
• Hershey and Blanchard- Situational Model
• House Path Goal Theory

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SITUATIONAL LEADERSHIP

• FIEDLERS CONTINGENCY MODEL
• TASK ORIENTED LEADER
• RELATIONSHIP ORIENTED LEADER
• THREE SITUATIONAL VARIABLES
• LEADER-MEMBER RELATIONS
• Good Compliance with minimum effort
• Poor Compliance, but given with reluctance
• TASK STRUCTURE
• Unstructured
• Structured (Instructions, guidelines,
  procedures)
• POSITION POWER
• Degree of legitimate authority (reward and
  punish)

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SITUATIONAL LEADERSHIP(HERSHEY AND BLANCHARD)

• FOLLOWER READINESS
• HIGH
• R 4 Able and willing or confident
• MODERATE
• R 3 Able but unwilling or insecure
• R 2 Unable but willing or confident
• LOW
• R 1 unable and unwilling or insecure

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SITUATIONAL LEADERSHIP(HERSHEY AND BLANCHARD)

• LEADER BEHAVIOR
• S1 TELLING
• Provide specific instructions and closely
  supervise performance
• S2- SELLING
• Explain decisions and provide opportunity for
  clarification
• S3-PARTICIPATING
• Share ideas and facilitate in decision making
• S-4-DELEGATING
• Turn over responsibilities for decisions and
  implementation

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SITUATIONAL LEADERSHIPPATH-GOAL THEORY(HOUSE)

• STRATEGIC FUNCTION OF THE LEADER IS TO
  CLARIFY FOR SUBORDINATES THE KIND OF BEHAVIOR
  THAT LEADS TO GOAL ACCOMPLISHMENT AND VALUED
  REWARDS
• STRATEGIC FUNCTIONS OF A LEADER
• Recognizing/arousing subordinates need for
  outcomes over which the leader has some control
• Increasing personal payoffs to subordinates for
  goal attainment
• Making the path to the goal easy to travel
• Help subordinates clarify expectations
• Reduce barriers
• Increase opportunities for personal satisfaction

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SITUATIONAL LEADERSHIPPATH-GOAL THEORY (HOUSE)

• CONTINGENCY-SITUATIONAL VARIABLES
• SUBORDINATES
• Tendency to be authoritarian
• Locus of control
• Perception of their abilities
• ENVIRONMENTAL
• The task
• Formal authority system
• Primary Work group

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BENNIS AND NANNUSCHARACTERISTICS OF LEADERS

• FOCUS ATTENTION/ EFFORT THROUGH A VISION
• COMMUNICATE THE MEANING OF THE VISION
• CREATE TRUST THROUGH CLEAR POSITIONS
• POSITIVE SELF-REGARD AND THEY LEARN
• MANAGERS DO THINGS RIGHT
• LEADERS DO THE RIGHT THING

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JACK WELCHGENERAL ELECTRIC

• Number 1, Number 2
• Fix, Close, Sell
• Speed, simplicity and self-confidence
• Boundarylessness
• Work-out (problem resolution)
• Stretch
• Quality
• Service
• Learning culture

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Herb KelleherSouthwest Airlines

• Customer focused culture
• Break the rules-be different
• Focus on people
• Promote Esprit de Corps
• Keep cost low to maximize profitability
• Lowest price every time
• Dont diversify
• Keep it simple
• Run dont walk
• Know what you do best

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BILL GATESMICROSOFT

• Hire the smartest people you can find
• Assemble brain trust
• Practice Darwinian Management
• Work hard, play hard
• Encourage atmosphere of creativity
• Work in small teams
• Give people time to think
• Make quick decisions
• Develop fast customer feedback loop