Leadership

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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

A model of of learning based on complexity science has been developed.[14]

Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.[15][16][17] Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:[18]

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

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. Lanham, Holly Jordan, et al. "Trust and reflection in primary care practice redesign." Health services research 51.4 (2016): 1489-1514. doi:10.1111/1475-6773.12415
  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
  18. 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


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