What Type of Leader Are You? Leadership work on in the organization

The term leader is defined in Merriam-Websters Collegiate Dictionary as "a man who leads." The definition suggests that a leader must help the club choose a path by developing a plan, then motivate citizen to supervene that plan. James Gardner, author of On Leadership, magnifies this premise, "The two tasks at the heart of the popular notion of leadership are goal setting and motivating" In reality, leaders are more multidimensional, with each having a unique pattern of attributes. An observation made by Bennis years ago rings true today:

Always, it seems, the notion of leadership eludes us or turns up in an additional one form to taunt us again with its slipperiness and complexity. So we have invented an endless proliferation of terms to deal with it.....and still the notion is not sufficiently defined.

Underlying much of the research on executives is an interest in discovering how much and in what ways they sway the organization. When leadership is a major influence, it emphasizes the impact of a Ceo's behavior, goals, talents, drives, emotions, and fantasies on the organization. McClelland argues that leaders with a high need for achievement attempt to operate their organizations while pursuing ambitious strategies. Miller and Droge show that a Ceo's need for achievement in a small firm was an leading predictor of organizational structure. High achievers tend to like centralized power and will set up operate systems and formal procedures to get feedback on performance. A Ceo's flexibility gives rise to niche strategies, informal and uncomplicated structures, intuitive decision-making, and risk-taking. In addition, a Ceo's perceived ability to persuade strongly influences organizational innovation, and pro-activeness.

A strong leadership sway is ordinarily more prevalent in the birth phase of a enterprise cycle. It also includes firms that are often small and run by the owners who make the key decisions. Movement towards a major leadership sway might occur when past leader successes elevate power, charismatic leaders hire like-minded managers, Ceo's are also owners, or hiring policies discourage dissent. Movement away can be influenced by a leader's departure, performance problems that erode a leader's credibility, a communal offering, or takeover.

There are several avenues in determining the effects of leader influence. One way is to correlate competitive leadership values and trade-offs. For example, task requirements, such as efficiency, productivity, and investment, sometimes friction with the desires or concerns of employees. Structured work may growth efficiencies, but this less flexible environment will make it difficult to implement changes in strategy. Efficiency is easier to growth when the environment is garage and there is less need to innovate products and services. The more volatile the environment, the more leading it is to be adaptive. Leaders who deal with internal and external stakeholders will also need to weigh incompatible demands, such as, should profits growth at the charge of communal responsibility? A leader is responsible to find some balance.

Leadership models can also help us to understand a leader's organizational influence. Bolman and Deal, in Four Framework Approach, recommend that leaders display behaviors in one of four frameworks: Structural, Human Resource, Political, or Symbolic. Each requires a specific organizational setting to be successful. In the structural framework, the leader is detail oriented and focuses on configurations of structure, strategy, environment, implementation, experimentation, and adaptation straight through a acceptable analysis. This framework is very productive during reorganization or change efforts. The human resource framework describes a leader who believes in the citizen and provides maintain and empowerment. This leader is visible, accessible, and shares information to move decision-making downward. In some organizations, the leader would be seen as a pushover. Leaders of a political framework justify what they want and correlate the distribution of power and interests. They use persuasion, negotiation, and coercion, if necessary, to achieve their goals. In the wrong environment, these leaders appear manipulative. In the symbolic framework, leaders view organizations like actors view a stage. Sense is framed straight through interpretation and used to divulge a vision. This type of leader can be very spicy or appear all "smoke and mirrors". Leaders should be known of all four approaches, even when one advent is preferred.

Dr. Bruce Winston of Regent University provides an perfect audio presentation on eight types of leaders:

o Despotic Ruler
o Benevolent Dictator
o Paternalistic Clan Chief
o Democratic valid
o Absentee Leader
o Transactional Leader
o Transformational Leader
o servant Leader

(Visit Regent University to listen to the presentation.)

In summary, leaders form goals, assumptions, policies, strategies, and acceptable norms of behavior. They ordinarily recruit and promote managers who conform to their own values and expectations. While a leader's sway is evident in all organizations, it will apply more to small, extremely centralized firms, or young, owner run businesses, and can growth with tenure. In your organization:

What type of leader is in control? What type of leader do you see yourself as? Did you see a connection in the middle of how the various leaders interacted with their followers and what structure might be best superior for the organization? What can you do to originate a more leadership amiable environment?

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Leadership Model For A 21st Century health Care organization

--University Of Phoenix of Leadership Model For A 21st Century health Care organization--

Leadership Model For A 21st Century health Care organization

There is a growing trend for leaders to break the old autocratic model of leadership to newer models using the concepts of shared and participatory leadership. With the every increasing complexity of condition care delivery and the new skilled work force, leaders will have to delineate in an atmosphere where a reaching organization objective is a shared responsibility. According to Bennis, Spreitzer and Cummings (2001) in the future the scenery of condition care organization will become more decentralized, which will promote agility, proactivity, and autonomy. future leaders may move away from singular roles to shared leadership networks that may themselves alter the foundations of the organization. The demands for shared leadership or leaders shifting roles on teams will continue to increase. condition care organization will nurture the amelioration and empowerment of people, construction teamwork and shared leadership on all levels. The leaders of the future will be guides, request for input and sharing information. Telling people what to do and how to do it will become a thing of the past (Bennis, Spreitzer and Cummings, 2001). In the 21st century the dynamics of condition care will offer leaders who have the quality to motivate and empower others a platform to maximize an organization human resources. Leadership will have to be committed to encourage a two way transportation in which the foresight meets both the organizations objectives and the employee's needs. This assignment will organize a leadership model for the 21st century that addresses the role of commitment model of shared and participatory leadership in condition care organizations.

Leadership Model For A 21st Century health Care organization

Commitment model of leadership

Fullam, Lando, Johansen, Reyes, and Szaloczy (1998) suggest sufficient leadership style is an integral part of creating an environment that nurtures the amelioration of an empowered group. Leader effectiveness is plainly the extent to which the leader's group is prosperous in achieving organizational goals (Fullam et al., 1998). In the 21st century condition care organizations will need leaders that are committed to developing employees in a team environment. In an environment where leadership is transferable According to objective commitment leadership has a shared purpose. Kerfoot and Wantz (2003) recommend in inspired organizations where people are committed and excited about their work, yielding to standards and the continual search for excellence happens automatically. In these organizations, yielding continues when the leader is not present. This type of leadership requires the team leader to use all available means to create three conditions among individuals: (a) shared purpose, (b) self-direction, and (c) quality work. Leaders who create commitment among their employees believe in creating a shared foresight that generates a sense of shared destiny for every person (Kerfoot & Wantz, 2003).

Involving others in leadership is a unique process which is deeply rooted in individuals believing they are a part of the process of meeting organizational objective and purpose. Atchison and Bujak (2001) suggest piquant others in the process is leading because people tend to hold that which they help to create. people resent being changed, but they will convert if they understand and desire the convert and control the process. Sharing data promotes a sense of participation and allows people to feel acknowledged and respected (Atchison & Bujak, 2001 p. 141).

Toseland, Palmer-Ganeles, and Chapman (1986) suggest when personel leaders cooperate and share their expertise and skills, a more comprehensive decision making process can be achieved rather than when leaders work independently. For example, in a geriatric team, a psychiatric nurse may lead a group focused on heath concerns, a communal employee may lead a therapy group, or a mental-health therapy aide may lead a structured reality-orientation group (Toseland et al., 1986). Shared commitment form the leadership in the future will help to develop, coordinate, and couple the complicated and ever changing condition care setting for the 21st century.

Respect for authority and work ethic

Haase-Herrick (2005) recommend shared leadership gives the chance to improve or build trust among individuals. Leadership is mobilized around refining the roles of individuals creating definite condition practice environments that hold the work of the group (Haase-Herrick, 2005). Leadership quality to lead a team in ways that build morale and reinforce work ethics empowers others to perform to their inherent in a group. Leadership is the quality to lead individuals towards achieving a coarse goal. Leadership builds teams and gains the members shared commitment to the team process by creating shared emotion within the group (Pescosolido, 2002).

Collaboration among leaders in condition care

There are new models that are emerging which add a new perspective on how to produce sufficient collaboration within leadership. Wieland et al., (1996) discussed transdisciplinary teams in condition care settings, where members have industrialized adequate trust and mutual belief to engage in teaching and studying over all levels of leadership. The collaborating is shared but the greatest accountability for effectiveness is in case,granted in their place by other team members. The shared accountability for example might be a situation where clinicians on a team each serve in a leadership role regardless of their singular disciplinary expertise (Wieland et al., 1996). The shared commitment model of leadership allows for the independence and equality of the contributing professions while pressuring team members to perform consensus about group goals and priorities. It is leading to emphasize the significance of collaboration in a complicated and changing condition care environment. The focus on the traditional purpose for partnership of leaders will ultimately rest on the shared belief in meeting organizational goals though a collaborative effort. Atchison and Bujak (2001) suggest it is leading to reemphasize the significance of keeping every person informed on the traditional purpose of achieving success though a collaborative effort. Clarifying expectations and specifically illustrating how proposed changes are likely to work on the participants is leading in achieving commitment leadership (Atchison & Bujak, 2001)

Leadership competency on all levels

The quality to lead in the 21st century requires leaders to be competent in motivating and empowering others to perform to their maximum potential. According to Elsevier (2004) leadership is the quality to lead a team or estimate of individuals in ways which build morale, create proprietary and harness energies and talents towards achieving a coarse goal. The leadership competency is all about motivating and empowering others while accomplishing organizational objectives. Leadership is the car in which the foresight is clarified though the encouragement of two-way transportation on all levels of the organization (Elsevier, 2004).

Leaders in the 21st century will have to be competent in identifying convert as they occur and encourage others to adjust to those changes for the mutual benefit of achieving objectives. Elsevier (2004) suggest leaders will have to be comfortable with convert because which convert comes new opportunities for collaboration among followers and peers (Elsevier, 2004). Enhancing the results of convert initiatives while making sure those changes are fully understood will be a priority for leaders who choice to lead by commitment leadership.

Leadership as a changing agent

Longest, Rakich and Darr (2000) suggest organizational convert in condition care organization does not occur absent definite conditions. Key are the people who are catalysts for convert and who can administrate the organizational convert process. Such people are called convert agents. Whatever can be a convert agent, although this role regularly is played by leadership. convert agents must recognize that any organizational convert involves changing individuals. Individuals will not convert with out motivation introduces by the changing agent. The changing agent must create a body of shared values and attitudes, a new consensus in which key individuals with in an organization reinforce one an additional one in selling the new way and in defending it against opposition (Longest, Rakich and Darr, 2000). As condition care organizations convert in the 21st century prosperous leaders must have the skills that are significant to make convert inherent with in teams of individuals. Longest, Rakich and Darr (2000) suggest one of the leading kind of convert is team construction or team development, which "remove barriers to group effectiveness, organize self sufficiency in managing group process, and facilitate the convert process (Longest, Rakich and Darr, 2000). A leader who leads by commitment must seek to minimize the resistances to convert by construction a consensus of objectives with in the organizations culture.

Conclusion

Leadership in the complicated condition care environment in the 21st century will need individuals to be committed to the promotion of team effectiveness. Sarner (2006) suggest leadership is a "power- and value-laden connection in the middle of leaders and followers who intend real changes that reflect their mutual purposes and goals." In plainer language, leadership is the dynamic that galvanizes individuals into groups to make things dissimilar or to make things better -- for themselves, for their enterprise, for the world around them. The significant components of leadership have remained more or less constant: intelligence, insight, instinct, vision, communication, discipline, courage, constancy (Sarner, 2006). In the 21st century leaders must know how to gather, sort, and buildings information, and then join together it in new ways to create clear objectives that satisfy both the organization and individuals needs. The leading skill that can be studying while this process of leadership is the quality to listen to colleagues and collaborators for the sole purpose of nurture a shared consensus. In order to delineate a foresight in the future a commitment leader must work with others and sometimes defer some part of the leadership process to ensure organizational objectives are achieved.

References

Atchison, T. A. & Bujak, J. S. (2001). leading transformational change: The physician-executive partnership. Chicago, Il: condition management Press.

Elsevier, R. (2004). Leadership and convert orientation. Competency & intelligence 12(2), 16-17. Retrieved October 8, 2006 from http://web.ebscohost.com/ehost/delivery?vid=14&hid=16&sod

Haase-Herrick, K. (2005). The opportunities of stewardship: Leadership for the future. Nursing management Quarterly, 29(2), 115-118. Retrieved March 23, 2006, from Ovid Technologies, Inc. Email Service.

Kerfoot, K., & Wantz, S. (2003). yielding leadership: The 17th century model that doesn't work. Dermatology Nursing, 15(4), 377. Retrieved June 3, 2005, from http://proquest.umi.com/pqdweb?index

Longest, B., Rakich, J. S. & Darr, K. (2000). Managing condition services organizations and systems (4th ed.) Baltimore, Md: condition Professions Press, Inc.

Pescosolido, A. T. (2002). Emergent leaders as managers of group emotion. The Leadership quarterly 185(2002), xxx-xxx. Retrieved October 5, 2006 from http://www.unh.edu/management/faculty/ob/tp/Emergent%20Leaders%20as%20Managers%20of%20Group%20Emotion.pdf

Sarner, M. (2006). Can leadership be learned? FastCompany.com Retrieved October 8, 2006
from http://www.fastcompany.com/articles/archive/msarner.html

Toseland, R. W., Palmer-Ganeles, J., & Chapman. D. (1986). Teamwork in psychiatric settings. National connection of communal Workers, Inc. Retrieved May 29, 2005, from [http://www.apollolibrary.com/srp/login.asp]

Wieland, D., Kramer, J, Waite, M. S., Rubenstein, L. Z., & Laurence, Z. (1996). The interdisciplinary team in geriatric care. The American Behavioral Scientist. Retrieved May 1, 2005, from [http://proquest.umi.com/pqdwebindex=1]

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