The different approaches to leadership adopted by the characters Essay
Evaluate the different approaches to leadership adopted by the characters in the case study. What are the strengths and weaknesses of the leadership displayed at County General? The purpose of this essay is to evaluate the different approaches to leadership adopted by the characters at County General in the case study. I will apply appropriate leadership theory I will also explain what are the strengths and weaknesses of the leadership displayed within the Hospital. The essay will finish with a conclusion in which I will summarise all findings and clearly show all major factors to consider suggestions for improvement within the hospital administrative staff. According to Mullins (1999) Leadership can be defined ‘ it is a relationship through which one person influences the behaviour or actions of other people’. Leadership is related to the process of communication, interpersonal behaviour and motivation. Successful leadership is a two way process which influences both individual and organisational performance and importantly reduces employees dissatisfaction. Leadership is vitally important at all levels within County General Hospital, being from the Admin Director (Bill Humphreys) to the junior Admin staff. There are various approaches to leadership that have been identified in the hospital. Daphne had worked herself up in the hierarchy, hence has roughly 30 years experience. As the Senior Administration Manager (SAM) for Surgury, she was ‘feared and worshipped by her staff’. If provoked she could be vicious and give you the most unpleasant time. On the contrary, she did run a quite efficient department. Under the Blake and Moutons leadership grid, the authority compliance management seems to relate to Daphne as she has a great concern in the efficiency of production and little concern for her staff. She also seems like the theory X manager as she controls, directs and threatens people with punishment through exercising authority to achieve objectives. Senior admin Manager (SAM) for Radiology Jack recognised that the admin staff need to be appreciated as they were undervalued ‘Admin staff don’t feel like they are valued by either the hospital or the public’. The other senior employees had identified that Admin staffs don’t feel either the hospital or the public values them. It was also identified when they deal directly with the public they are the ones who receive a verbal beating if things didn’t go right. Earlier ideas of tacky certificates, a photocopied letter from the Chief Executive of the Hospital Trust which employed them or a photograph in the Hospital newsletter were unproductive and did not ‘improve morale’ and ‘team spirit’ as primarily the admin staff did not really benefit from these schemes they saw them as empty gestures. Therefore ‘Where they help out above and beyond the call of duty’ the helping hands initiative was introduced as a reward scheme given to the administration staff for basically showing them how much the hospital appreciates them. Jack’s admin staff liked him, and he believed that ‘money wasn’t everything’ through that he showed a ‘strong sense of morality and duty’. Due to this Jack gives the impression of a McGregor’s Theory Y manager as he has tried to create opportunity for his staff to develop their own responsibility through the idea of job enrichment and motivation. Blake and Mouton also suggest that managers with high concern for production and a high concern for people characterise the most effective leadership style. Jack also seems to be a structural leader featuring in the Four Framework Approach suggested by Bolman and Deal. As he focuses on structure, strategy, implementation, experimentation and adaptation of the Helping Hands Initiative for the workers. The types of leadership seemed different in every department, but As Daphne had a ‘reputation for being able to keep calm in a crisis’. It also appeared that as long as her department was running smoothly she wasn’t concerned about the others. She says ‘Don’t be so melodramatic’ and states ‘You just need to make sure you keep all you medics and PAMs in line like I do’ saying its an improvement for her staff as they ‘can understand what to do in any given role within her department’. Job rotation was firmly supported by staff as they thought it would give them’ a greater understanding of the department’s operations’ Before admin staff reported to one manager but under the new reorganisation they were put into teams and were supported by all staff by a particular area of the departments. As a result the staff were responsive to whoever was in charge of the area. This could be anyone from a consultant to a PAM or an administrator. Accordingly the problem develop into reporting responsibilities, everyone thought that they were in charge. ‘The junior admin staff are getting pulled in six different directions at once’. staff unauthorised absences went up 20% and the ‘best admin officers handed in their resignations’. Furthermore the staff in the A & E became so disorganised from the reorganisation that they ‘were becoming experts in crisis management’ As stated by John Adair and his ideas of Action centred leadership; within the work group the three key areas that need to be met are the following: > Task > Team maintenance > Individual needs The reward is going to motivate staff on two fronts mainly because it will satisfy their needs in two varieties their Extrinsic & intrinsic motivations. This satisfies the extrinsic inspiration because it is related to ‘tangible’ benefits such as, the work environment, conditions of work, income, security, promotion, and agreement of services. These touchable rewards in many cases are established at the organisational level and may be in principal outside the control of individual managers. It satisfies these types of to a lesser extent as they are given a rewarding benefit of a concrete reward my spouse and i. e. ’weekend break in a health spa, or return flights for 2 in Rome, or Signifies & Bradzino vouchers, or a subsidised function for the section they work in, or any number of things’. Intrinsic motivation is when an activity is definitely satisfying or pleasurable in and of itself; it is linked to psychological returns such as chance to use one’ ability, a feeling of challenge and success, obtaining appreciation, and positive identification, and becoming treated in a caring and understanding fashion. The psychological rewards are those that can generally become determined by the actions and behaviour of individual managers. Intrinsic benefits are available at this point through the acknowledgement they will get by earning the prize. The most feel fired up by likelihood and problem of successful the merit and receiving reputation for their nurturing work that they felt for so long they have not recently been receiving. Management was not prepared enough because they now likewise started to incorporate Central Providers on to the praise as well. In the case of Brenda nevertheless she established a new precedent by deliberately choosing to ignore the sociable relationships in the department in return for a personal reward. Some of the personnel now believed ‘ it would generate standard of distrust in the teams and disrupt the team spirit that they sought hard to develop’. Therefore this shows that other folks in her department thought she did not really are worthy of the award, she was also the first to choosing the choice of health spa pertaining to herself even though the previous champions chose a possibility with their admin colleagues. Fundamentally staff will not likely get encouraged in their job roles in the event that they believe the fact that award being handed for an undeserving person. Also the very fact that earlier award was shared rather than this one can result in team is usually isolating that member thus fragmenting they. This will lead to the team well-being and protection needs becoming affected in adverse method due to the motivation. Lastly Let me summarise most findings and clearly present all major elements that will impact the determination of the management team deriving from the project. My primary findings are that leadership can only be improved with all the hospital by better enterprise and the head will need to interrelate the demand in the task as well as the team as well as those of person members. This implies being enquete when it is necessary; giving compliment and helpful feedback when people need it; guaranteeing everyone and everything it operating to its full potential. This includes that they are very clear about their goals. The motivation works as a satisfier and gives staff the feeling of recognition and accomplishment additionally, it motivates personnel by rewarding them in a approach, which improves employee spirits. The feeling that staff received by the honor felt these people will a sense of self-fulfilment.
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