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30 Cards in this Set
- Front
- Back
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Patterns of leadership
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*Exploitative autocracy
*Benevolent autocracy *Bureaucracy *Consultative leadership *Participative leadership |
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•EXPLOITATIVEAUTOCRACY
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•The leader wields power to serve personal interests; followers are expendable •
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•BENEVOLENTAUTOCRACY
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•The leader wields absolute power in kindly, “father-knows-best” fashion •
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•BUREAUCRACY
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•The bureaucratic leader leads “by the book” •Rules and regulations are primary •
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•CONSULTATIVELEADERSHIP
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•The leader is open to input but reserves the right of final decision •
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•PARTICIPATIVELEADERSHIP•
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The leader is a key member of the group but is committed to the collective decision of the group •
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•THEORYX
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•People must be actively managed •Average person is by nature indolent •Average person is self-centered and resistant •
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•THEORYY
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•People are not naturally passive or resistant •Peoples’ capacity is there to be brought out •Management can help people achieve their goals by directing them toward the organization’s goals •
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•PERCEPTION
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•Avoid speaking “Management 101”—it is not what you say that tells people what kind of manager you are, but what you do •You are what employees perceive you to be based on your talk and behavior—to the perceiver, perception is reality •
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•ACCEPTANCE
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•In the last analysis, leadership’s defining characteristic is the acceptance of the followers •
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•MANAGEMENTAND LEADERSHIP
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•Avoid entanglements concerning “management” versus “leadership” •“Management” and “leadership” are actually synonyms for each other; to cite “differences” between them is to first apply personal definitions of each •
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•FORMULAS
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•Be cautious of “formula” management of all kinds—by their very nature all ”formulas” are lacking something •
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•VISIBILITYAND AVAILABILITY
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•A supervisor’s visibility and availability are critical •
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•Default?
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“Leading” by default—just letting things happen—is not leading at all. •
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•Communication--
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-- might be most effectively—and practically—defined as the transfer of meaning, the object being to get a message from one mind to another as completely and accurately as possible •
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•INDIVIDUALISM
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•Employees are individuals and thus different from each other, so there is no single “correct” way of dealing with all of them •
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•COMMUNICATION
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•Communication is a two-way street, and to be effective it must be heavily traveled in both directions •
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•APERSONAL APPROACH
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•Strive to develop a personal approach to establishing and maintaining honest two-way communication in all person-to-person contacts. •
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•NOMORE 50/50
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•To communicate effectively, we need to continually go more than half way more than half of the time without expecting our efforts to be fully reciprocated. •
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•YOURFORMAL COMMUNICATION CHANNELS
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•To and from your direct-reporting employees; •To and from your immediate superior; •To and from your peers and other horizontally positioned organizational elements. •
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•“ONE-WAY”VS “TWO-WAY”
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•Speed: One-way always quicker •Noise: Two-way always “noisier” •Accuracy: Two-way far more accurate •Sender: Vulnerable in two-way; can be questioned or challenged •
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•TIME
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•Time is the strongest force in causing us to short-cut communications and lead to misunderstanding. •
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•BARRIERSTO EFFECTIVE COMMUNICATION
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•Semantics •Emotion •Personal barriers: attitudes, biases, etc. •False understanding •
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•SEMANTICBARRIERS
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•Word meanings vary from person to person •Word meanings vary from time to time •Words carry differing connotations for different people •Words with non-specific meanings are common •
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•EMOTIONALBARRIERS
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•Words trigger emotional reactions in people •It’s easy to hit another’s emotional sensitivities unintentionally •Negative emotions impair communication •
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•FOREFFECTIVE LISTENING
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•How come it takes two years to learn to talk and 60 or 70 to learn to be quiet? •Be attentive •Wait before responding •Get the whole message •Keep interruptions to a minimum •Be aware of your emotional sore spots •
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•DIVERSITYAND COMMUNICATION
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•Health care supervisors are managing increasingly diverse work groups, so communication requires an understanding of differences between and among cultures •
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•WHENYOU’RE THE TALKER
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•Structure your communication •Consider listeners’ needs, etc. •Use appropriate language •Ask for feedback •
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•WHENYOU’RE THE LISTENER
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•Pay attention •Listen for meaning •Consider the whole person •Be patient •Prepare to compromise as necessary •Provide feedback •
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•AVAILABILITY•
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“My door is always open” must be attitude, not platitude •Ready availability to employees is critical – •
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