leading and directing the clinical laboratory

LEADING AND DIRECTING THE CLINICAL LABORATORY

LEADING Is the process by

which the manager communicates with and influences others in the pursuit of common goals.

Influence

Is the process by which the manager communicates with and influences others in the pursuit of common goals.

SOURCES:Position based influence:

-Your influence as a manager can be derived from the authority of your position

Non-position based influence:-Is the informal relation you have established with

others and the qualities or traits you have which others admire.

Methods of Influence according to the source of influence

1. By authority: Influence by authority is given to persons with

the right to influence others by virtue of their position, by law or contract, expertise or relational factors.

2. By coercion: By means to threaten the other person’s options

if orders are not followed. It is illegal and is usually resisted.

3. By manipulation: It is getting people to do what you want by

making them feel that is what they want.

4. By collaboration: The person being influenced recognizes and

accepts the need for change, considers the alternatives, decides on alternatives and act on it.

Methods of Influence according to the source of influence

Organizational Factors that Influence

Leadership Success

A. Corporate Culture and Delegation of Authority

B. Management style

The way things are done in an organization; the habits, traditions, customs, processes and social mores of the institution Establishes the climate and rules under which management operates Authority, rewards and punishment

A. Corporate Culture and Delegation of Authority

The general behavior and philosophy of a manager or an organization toward the employees, particularly the degree of participation allowed in the decision-making process.

B. Management style

• Exploitative and Authoritative• Benevolent and Authoritative• Consultative• Participative

Likert’s 4 Discreet Management Styles:

Leadership Models

Personal traits of leaders

Leadership behavior

Situational Leadership Models

A. Personal traits of leaders

A. Personal traits of leaders

Studies failed to establish common personal traits of good leaders.

Researches made next focus on behavior of leaders instead of personal traits

B. Leadership behavior


a) Employee-oriented versus Production-oriented leadership styles

EMPLOYEE ORIENTED Supervisors with the best productivity levels had

strong ties to their employees.

PRODUCTION ORIENTED Supervisors who tended to emphasize high

productivity at the expense of all other factors.

b) Structure-consideration leadership styles

INITIATING STRUCTURE Marked by emphasis on actively directing the

staff toward getting the work done.

CONSIDERATION BEHAVIOR manager’s effort to explain their actions, treat

workers as equals, listen to subordinates’ concerns, look out for their personal welfare, give advance notice to changes and be generally friendly and approachable.


High Consideration andLow Structure

High Structure And

High Consideration

Low Structure and

Low Consideration

High Structure and

Low Consideration

The OHIO STATE LEADERSHIP QUADRANT:

(Illustration developed by Ralph M. Stogdill)

LOW Initiating Structure HIGH

HIGH

Con

sid

erat

ion

c) Managerial Grid

Shows a relationship between a concern for people (consideration orientation) and concern for production ( structure orientation)

Blake and Mouton, who designed the grid, proposed that management style is influenced by five factors:• The attitude and assumptions of the manager• The policies and procedures of the organization• The day to day operational situation• The social and personal values of the manager• Chance


1, 9 or Country Club Management

9, 9 or Team Management

5,5 or Middle-of-the-Road Management

1, 1 or Impoverished Management

9, 1 or Authority Compliance Management

1 2 3 4 5 6 7 8 9

1

2

3

4

5

6

7

8

9

MANAGERIAL GRID (by Mouton and Blake)C

once

rn f

or P

eop

le

Low Concern for Production HIGH

d) Theory X-Theory Y model

Proposed by Douglas McGregor

It states that students tend to learn and perform in the manner anticipated by their teachers. If students perceive that teachers expect them to do well, they do. If they pick up that they are expected to perform poorly, the prophecy becomes self-fulfilling.

Expectancy and Reinforcement Motivational Theories also support this approach.


The Theory X Managers

The Theory Y Managers

Managers who hold X theory philosophies tend to be autocratic and dictatorial and allow for little input from the staff.

Managers who hold the Y philosophies are participatory in their leadership style; actively seeking advice and counsel form their co-workers and allow employees to share in the decision making process.

Expectancy and Reinforcement Motivational Theories

C. Situational Leadership Models

Contingency theory

Continuum of

Leadership

Normative theory

a) Contingency theory

By Fred E. Fielder

Takes into account the suitability of certain types of behavior in certain things

The success of the manager as the leader is contingent on two factors: the LEADERSHIP STYLE of the manager and the FAVORALENES of the leadership situation


a) Contingency theory

Favorableness: is the amount of power, control and influence wielded by a manager in a particular set of circumstances 3 components that establish favorableness:

Leader-member relations Task Structure Position power


b) Continuum of Leadership

By Robert Tannenbaum and Warren H. Schidmt

Ranges from completely autocratic to democratic, managers could move along the continuous line, adjusting their leadership style to fit the situation



Seven degrees of freedom:1. Total use of authority by the supervisor:

supervisor makes all decisions and merely announces the decision to the workers

2. The manager makes all decision but attempts to seek and persuade the staff of his or her view



Seven degrees of freedom:3. The boss makes all decisions but attempts to

invite input, suggestions and questions from the staff.

4. Manager makes the decisions but seeks support and approval form the subordinates



Seven degrees of freedom:5. Supervisor gathers the data and defines the

problems, then seeks suggestions and recommendations for solutions before making a decision.

6. Manager provides information, supervision and guidance but requests that the staff make the decisions.



Seven degrees of freedom:7. Manager focuses on setting general policies and

procedures for the department but allows total freedom and responsibility to the employees to function and make decisions with these broadly defined boundaries.


c) Normative Theory

Victor H. Vroom and Phillip W. Yetton, Vroom-Yeton decision model

Proposes that managers are capable of adjusting their leadership style to meet the particular circumstances of a given situation

The theory classifies each decision-making method as autocratic, consultative or group-oriented


c) Normative Theory

The 5 possible behavior styles identified by Vroom and Yettn:1. A-I: Manager makes decision based on the current

information available2. A-II: Manager seeks necessary information from

subordinates before making a decision3. C-I: Manager shares the problem with selected individuals

before making a decision.4. C-II: Manager shares the problem with all the members of

the group but makes the final decision5. G: Manager shares the problem with the group and a

decision is reached by consensus.


Assessing effectiveness of leadership: Trait perspective:

1. Intelligence2. Social maturity and breadth3. Inner motivation and achievement drive4. Human relations attitude

Behavioral perspective:1. Concern for people2. Concern for production

Situational perspective:1. Also known as contingency model of leadership2. Depends on the circumstances at a given time

Path-Goal Theory

By Robert J. House

The theory emphasizes the role of the leader in providing and streamlining a path by which subordinates can achieve their own and the institution’s goals

Path-Goal Theory

Two factors the leader must consider in designing a strategy to deal with work the environment

The characteristic of the workers – their training, individual traits, personal needs, social backgrounds, etc.

The nature of the tasks to be performed – the complexity, degree of organizational structure, stress, danger, monotony, etc.

Path-Goal Theory

The leader address 2 elements:

The goal component – in which the managers enhance the number and types of rewards (pay) that subordinates can receive for achieving work-related goals

The path facet – which the leader clarifies the routes for obtaining these goals and removes obstacles that may impede employees from realizing their potential.

DIRECTINGRefers to the means

employed to encourage all personnel in the organization to accomplish whatever assignments may be given them by management in order to achieve the objectives in the manner they were planned and organized.

Application of Leadership responsibility in the Clinical laboratory:

1. To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals

2. To effectively communicate these plans to all personnel.

3. To provide efficient means for assuring compliance with policies and procedures

Application of Leadership responsibility in the Clinical laboratory:

4. To encourage free flow and exchange of ideas through all levels of the organization

5. To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services.

6. To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties.

Application of Leadership Method in the Laboratory:

1. To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual.

2. To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures.

3. To delegate the responsibility for efficiently monitoring compliance with policies and procedures

Application of Leadership Method in the Laboratory:

4. To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services.

5. To fully support and generously budget for a meaningful laboratory continuing program

6. To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meetings that call for laboratory representation.

leading and directing the clinical laboratory

Documents

methods of influence

behavior of leaders

leadership successa

general behavior

management style exploitative

personal welfare

discreet management

clinical laboratory