I was involved in a situation where leadership was ineffective by my director of obstetrics. The topic involved our hiring policy. We had multiple candidates for a nursing position. Due to staffing shortages, this position need filled as soon as possible. My role was assistant nurse manager on night shift. It was myself, the other night shift assistant manager, and our director present for the interview. We had a candidate apply that had a few years of post partum experience, and I worked with her in the past at another facility, though did not recommend her. I kept my opinion quiet, because I always want to be fair. The interview started and was not going well. The candidate did not answer questions well, nor did she look at us in the eyes. She was dressed sloppy and did not possess any professionalism. Towards the end of the interview, the director started to ask when she could start, the compensation, and continued to give her a tour of the unit. The other assistant manager and I could not believe what we were seeing. The director hired her on the spot. This leadership was ineffective in a variety of different ways.
The leadership style that was possessed here was autocratic leadership. Autocratic leadership involves the leader making decisions and using power to control the situation and others Kelly, P.,
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& Tazbir, J. (2014). According to Nelson (2004), ff better the organization is striving for better patient care, patient loyalty, and improved bottom line results, you need to be taking a closer look at the nurses you are bringing on board and what they give to the organization. The director did not look at the goals of the unit during this interview. Behavior-based interviewing is a trait that this director should implement in order to hire qualified nurses.This was not the case in this interview. Falls and Hensel (2012) note that there is much subjectivity involved in a managers decision to hire new nurse graduates. I do not believe that was the case in this interview, I believe the director was focused on filling the position, without seeking the most qualified nurse. Being an effective leader is more than just convincing personnel to follow the rules or dictating the rules.
Democratic leadership and transformational leadership should have been used in this instance. Democratic leadership involves the opinion of the other team members, with the final decision on the leader, usually with an equal vote Kelly, P., & Tazbir, J. (2014).. Transformational leadership exhibits a true leader because of the skills of encouraging and displaying optimal communication, teamwork, and professional collaboration to help personnel deal with the healthcare industry's daily challenges and its future changes and uncertainties (Tinkham,
2013). The director did not take in any consideration the opinions and statements from the other assistant manager and I. Not filling the position immediately was not an end all for the unit and other candidates were more qualified, per their resumes. Ultimately, this nurse did not stay with our unit after a 12 week paid orientation. Mayer and Carroll (2011) suggest when hiring a potential nurse, communicating a vision for quality professional nursing practice during the hiring process can successfully decrease RN vacancy rates. The hospital wasted money on her orientation and were left to interview other candidates, which moved on to other jobs. It is also unfortunate that the director still hires this way. If she used the approach of a democratic and transformational leadership style, I believe we would have worked well with the SMARTT method for hiring. The SMARRT method used when hiring covers a list of strengths you desire as the director, a list of behavior- based questions, ask questions and listen carefully, review responses, take your time, and thoughtfully bring new hires on board. (Hess, 2010) The plan emphasizes cooperation between the manager and his or her staff members to achieve long term employee engagement, staff members’, positive outlooks, and, ultimately, excellent patient outcomes. (Hess, 2010) This would be a wonderful tool to keep everyone on the same page and have a thoughtful discussion about the candidates to make the best overall decision because the patients deserve it.
Without consulting Harvey, David defined Paula’s responsibilities and provided her direction. David had an autocratic leadership style, which is defined as a leader that makes decisions without consulting their team members (Mind Tools, 2016). By taking this type of approach, it caused friction between Paula and Harvey. David would have created better results, and fostered collaboration between Harvey and Paula if he would have consulted Harvey to help define the objectives for the plant. Leadership is the process of persuasion or example by which a leader encourages a team to pursue objectives. The leader sets the tone and leads the group or teams to success (CSU Global,
Like Klinger, Hitchcock agreed that in a managerial role is essential and performs a vital function, leadership must come first to make managing more effective. If management is efficiency in climbing the ladder, then it is leadership that determines whether the ladder is leaning against the right wall. To help individuals, teams and organizations to navigate the permanent white-water environment safely, Hitchcock (2013) suggested that there are three constants that provide stability in times of great uncertainty such as a change, a choice, and principles. This work considers each of these three constants, focusing mainly on the principles that underpin transformational and effective leadership in healthcare settings. (Hitchcock, Klinger, 2012)
The role of leadership has become increasing valuable for organizations to be successful. According to Huber (2014), Leadership can best be defined as method utilized to ensure that an objective is completed. There are many different types of leaderships that can be found within each organization. In this paper I will highlight an example of a specific leadership style that we come across in healthcare settings. I will review my leadership self-assessment results and discuss the impact of leadership on staff and groups.
A leader that retain most of the authority for themselves and make most decision individually. According to, Washington Post Rhee had a bold, confrontational style that turned off many. She use words in her statements ”crappy” and “criminal” to describe the school system and district’s math score. In other words, Rhee leadership style is autocratic leadership.
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
STYLES OF LEADERSHIP An autocratic leadership style is one where the manager sets objectives, allocates tasks, and insists on obedience. Therefore the group becomes dependent on him or her. The result of this style is the members of the group are often dissatisfied with the leader. This results in little cohesion, the need for high levels of supervision, and poor levels of motivation amongst employees. A democratic leadership style encourages participation in decision making.
There are four styles of leadership, the first is the autocratic leader. This leader makes all the decisions and the followers have no freedom to disagree. For example, musicians in an orchestra. Another leadership
A manager’s leadership style must influence staff and others to take them seriously. A manager sets the tempo for the employees’ work ethic. Effective leadership from healthcare managers is important to the modern healthcare reform (Kumar, 2013). Leadership engagement in healthcare explains how a problem could affect a healthcare organization. Managers that hold leadership roles must adopt a certain style that can be functional for his or her initial organization to be successful. Performance improvement can be a very serious aspect of leadership engagement (Croxton, 2011). Healthcare managers need to have people from all areas involved to work effectively. Without the consistency of getting all staff and physicians involved, the organization may suffer greatly.
This brings me to my personal favorite style of leadership democratic which I chose to follow as I move forward in my career. The democratic leader gives followers a vote in nearly every decision the team make (Lewin & Lippitt, 1938). Democratic leadership could be more time consuming than the other two styles of leadership with respect to reaching a majority consensus because decisions are made as a team (Denhardt & Denhardt, 2003; Hackman & Johnson). Regardless I believe leaders should rely on the team to create policy as they do when addressing a medical procedure.
Autocratic leadership theory is a part of the behavioural approach. In this leadership theory, leader makes all decisions and uses power to command and control the followers to achieve goal. According to Lewin(1939), “autocratic leaders are associated with high-performing groups, but that close supervision is necessary and feeling of hostility are often present” (p.173). It is incredibly efficient and tasks are completed quickly. Autocratic leadership can be beneficial when decisions need to be making quickly. For example, in emergency situation surgeon uses this theory because the patient’s situation is between life and death and there is no time to discuss with other members. Bass (2008) mentioned in the Leadership styles and theories article, “Autocratic leaders can be effective because they create good structure, and determine what needs to be done. They provide rewards for compliance, but punish disobedience” (Giltinane, 2013, p. 35-37).
During the second attempt, I chose to adopt a democratic style of leadership. Once again, I was no more informed than any other member of the group concerning the correct performance of the task; hence I chose not to make autocratic decisions. I did however note the need for structure in any given task. Therefore, the...
Leadership is often described as the behavior of an individual when directing the activities of a group of people with a shared goal (Al-Sawai, 2013). It can be difficult to examine leadership in the context of health care, because research and theories of leadership were created in a business environment. These leadership styles are then applied in a health care framework, which has its own unique complexities (Al-Sawai, 2013).
A particular approach to the idea of leadership style is provided by ROBERT R. Blake and JANE S. Mouton. Blake and mouton managerial grid will be showed in the figure below reflect a theme that is common in many approach to leadership. That theme is that effective leadership requires attention to both task and people. We saw the theme in the Ohio state leader behavior dimensions of initiating structure and considerations. Likert also develops this theme in his theme research when he discusses job centered and employees centered supervision.
An autocratic style of leadership is also known as an authoritarian leadership style of managing. Autocratic leaders are those who believe in individual control over all and every decision. Autocratic leaders also do not believe in any inputs from group members. Leaders that practice autocratic style of leadership normally make business choices based on their own agendas and judgments and never accept recommendations from their subordinates.
Not all leaders exhibit negative leadership behavior. However, a bad leader is one who does not have the necessary skills to lead a group or a team. They can have a bad attitude, poor communication skills, and/or bad judgment. Their actions make their group or team feel disorganized, demoralized, and make them feel that their efforts are unrecognized. Eventually, their subordinates will perform poorly and become under achievers in their work or personal lives.