Leadership: Difference between revisions

Jump to navigation Jump to search
VisualWikitext
Line 33: Line 33:
Complexity science has been proposed as a framework for health care organization since early this century.<ref name="pmid10710732">{{cite journal| author=Anderson RA, McDaniel RR| title=Managing health care organizations: where professionalism meets complexity science. | journal=Health Care Manage Rev | year= 2000 | volume= 25 | issue= 1 | pages= 83-92 | pmid=10710732 | doi= | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=10710732  }} </ref><ref>Plsek, Paul. [https://www.nap.edu/read/10027/chapter/13 "Redesigning health care with insights from the science of complex adaptive systems."] Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.</ref> Anderson and McDaniel proposed in 2000 that key leadership tasks are:
Complexity science has been proposed as a framework for health care organization since early this century.<ref name="pmid10710732">{{cite journal| author=Anderson RA, McDaniel RR| title=Managing health care organizations: where professionalism meets complexity science. | journal=Health Care Manage Rev | year= 2000 | volume= 25 | issue= 1 | pages= 83-92 | pmid=10710732 | doi= | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=10710732  }} </ref><ref>Plsek, Paul. [https://www.nap.edu/read/10027/chapter/13 "Redesigning health care with insights from the science of complex adaptive systems."] Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.</ref> Anderson and McDaniel proposed in 2000 that key leadership tasks are:
# Relationship building
# Relationship building
# loose coupling
# Loose coupling
# Complicating
# Complicating
# Diversifying
# Diversifying
Line 40: Line 40:
# Improvising
# Improvising
# Thinking about the future
# Thinking about the future
More recently Hazy has similarly proposed:<ref>Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. {{doi|10.1177/1742715013511483}}</ref>
# Generative
# Administrative
# Community-building
# Information gathering
# Information using


Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.<ref>Lichtenstein, Benyamin B., et al. [http://works.bepress.com/benyamin_lichtenstein_umb/3/  "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems."] (2006)</ref><ref>Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. {{doi|10.1016/j.leaqua.2007.04.002}}</ref><ref>Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) {{doi|10.1093/oxfordhb/9780199755615.013.033}}</ref>
Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.<ref>Lichtenstein, Benyamin B., et al. [http://works.bepress.com/benyamin_lichtenstein_umb/3/  "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems."] (2006)</ref><ref>Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. {{doi|10.1016/j.leaqua.2007.04.002}}</ref><ref>Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) {{doi|10.1093/oxfordhb/9780199755615.013.033}}</ref>

Revision as of 19:02, 21 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 related to workforce engagement

Early categorization of leadership styles was by Lewin in 1938 who labeled styles as autocratic, democratic.[2]

The concept of transactional versus transformation leadership was using the Multifactor Leadership Questionnaire (MLQ) first proposed by Bass.[3]

Measurement of transactional versus transformation leadership using the was first proposed by Bass in 1985.[4]

Bass later added the concept of laissez-faire leadership.[5][6]


Leadership styles may effect burnout.[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]

Leadership tactics related to worksite innovation

Complexity science has been proposed as a framework for health care organization since early this century.[12][13] Anderson and McDaniel proposed in 2000 that key leadership tasks are:

  1. Relationship building
  2. Loose coupling
  3. Complicating
  4. Diversifying
  5. Sense making
  6. Learning
  7. Improvising
  8. Thinking about the future

More recently Hazy has similarly proposed:[14]

  1. Generative
  2. Administrative
  3. Community-building
  4. Information gathering
  5. Information using

Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.[15][16][17]

References

  1. ↑ Anonymous (2024), Leadership (English). Medical Subject Headings. U.S. National Library of Medicine.
  2. ↑ 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.
  3. ↑ Burns, J. M. G. (1978). Leadership. New York: Harper & Row.
  4. ↑ Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
  5. ↑ Bass MB. The Future of Leadership in Learning Organizations. J of Leadership & Organizational Studies 2000 doi:10.1177%2F107179190000700302
  6. ↑ 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
  7. ↑ 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.
  8. ↑ 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.
  9. ↑ 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. ↑ 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.
  11. ↑ 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.
  12. ↑ Anderson RA, McDaniel RR (2000). "Managing health care organizations: where professionalism meets complexity science". Health Care Manage Rev. 25 (1): 83–92. PMID 10710732.
  13. ↑ Plsek, Paul. "Redesigning health care with insights from the science of complex adaptive systems." Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.
  14. ↑ Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. doi:10.1177/1742715013511483
  15. ↑ Lichtenstein, Benyamin B., et al. "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems." (2006)
  16. ↑ Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. doi:10.1016/j.leaqua.2007.04.002
  17. ↑ Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) doi:10.1093/oxfordhb/9780199755615.013.033


Template:WikiDoc Sources

Retrieved from "https://www.wikidoc.org/index.php?title=Leadership&oldid=1319862"