Leadership: Difference between revisions
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===Transformational=== | ===Transformational=== | ||
This style may be the most effective in healthcare.<ref name="pmid16708688">{{cite journal| author=Spinelli RJ| title=The applicability of Bass's model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment. | journal=Hosp Top | year= 2006 | volume= 84 | issue= 2 | pages= 11-8 | pmid=16708688 | doi=10.3200/HTPS.84.2.11-19 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=16708688 }} </ref> | |||
===Transactional=== | ===Transactional=== | ||
Revision as of 05:36, 20 June 2017
Editor-In-Chief: C. Michael Gibson, M.S., M.D. [1]Robert G. Badgett, M.D.[2]
Leadership is "the function of directing or controlling the actions or attitudes of an individual or group with more or less willing acquiescence of the followers".[1]
Leadership styles
Leadership styles make effect burnout.[2][3]
Early categorization of leadership styles was by Lewin who labeled styles as autocratic, democratic.[4]
The concept of transactional versus transformation leadership was using the Multifactor Leadership Questionnaire (MLQ) first proposed by Bass.[5]
Measurement of transactional versus transformation leadership using the was first proposed by Bass in 1985.[6]
Bass later added the concept of laissez-faire leadership.[7][8]
Transformational
This style may be the most effective in healthcare.[9]
Transactional
Management by exception: active
Management by exception: passive
Among physicians, management by passive exception and laissez-faire and may overlap and management by passive exception may be within laissez-faire.[10]
Laissez-faire
Among physicians, management by passive exception and laissez-faire and may overlap.[10]
Laissez-faire is associated with low subordinate satisfaction and effort.[11]
References
- ↑ Anonymous (2024), Leadership (English). Medical Subject Headings. U.S. National Library of Medicine.
- ↑ Courtright SH, Colbert AE, Choi D (2014). "Fired up or burned out? How developmental challenge differentially impacts leader behavior". J Appl Psychol. 99 (4): 681–96. doi:10.1037/a0035790. PMID 24490967.
- ↑ Arnold KA, Connelly CE, Walsh MM, Ginis KA (2015). "Leadership styles, emotion regulation, and burnout". J Occup Health Psychol. 20 (4): 481–90. doi:10.1037/a0039045. PMID 25844908.
- ↑ Lewin, Kurt, and Ronald Lippitt. “An Experimental Approach to the Study of Autocracy and Democracy: A Preliminary Note.” Sociometry, vol. 1, no. 3/4, 1938, pp. 292–300. JSTOR, http://www.jstor.org/stable/2785585.
- ↑ Burns, J. M. G. (1978). Leadership. New York: Harper & Row.
- ↑ Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
- ↑ Bass MB. The Future of Leadership in Learning Organizations. J of Leadership & Organizational Studies 2000 doi:10.1177%2F107179190000700302
- ↑ Bass, Bernard M. "Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?." American psychologist 52.2 (1997): 130. doi:10.1037/0003-066X.52.2.130
- ↑ Spinelli RJ (2006). "The applicability of Bass's model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment". Hosp Top. 84 (2): 11–8. doi:10.3200/HTPS.84.2.11-19. PMID 16708688.
- ↑ 10.0 10.1 Xirasagar S (2008). "Transformational, transactional among physician and laissez-faire leadership among physician executives". J Health Organ Manag. 22 (6): 599–613. doi:10.1108/14777260810916579. PMID 19579573.
- ↑ Xirasagar S, Samuels ME, Stoskopf CH (2005). "Physician leadership styles and effectiveness: an empirical study". Med Care Res Rev. 62 (6): 720–40. doi:10.1177/1077558705281063. PMID 16330822.