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Leadership Styles

Leading Transitioning Organizations

This month addresses the current issue of leading an organization transition that includes a significant component of downsizing, which introduces specific and significant issues that correlate strongly to organization performance.  There are three supporting documents that each provide different nuances on subject that are provided for additional information.  

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Posted on:2016-02-18

Case Study Process Close Out Study Guide

This is designed as a reflection on the Case Study Process in which you have been participating. Each case study has been an opportunity to pause and reflect, and to create opportunities for you to take expanded leadership actions.  There is no content portion for this, and simplylooks at the process as acase study.  Our objective now is to provide some process closure, while ensuring you have a base for further learning and development from here.

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Posted on:2016-02-17

Leadership Styles Used by Senior Medical Leaders

They identified authoritarian, democratic and laissez-faire styles of leadership, and demonstrated that leadership style had a profound effect on group productivity and interactions with other group members and the leader.

Others have elaborated the concept of leadership styles, for example Slevin and Pinto and Singh and Jampel, who developed a model incorporating five distinct leadership styles based on the balance between decision-making and consultative propensity.

Confirmatory analysis of positive scenarios Transcripts were examined for data extracts demonstrating use of Goleman's leadership styles, and number of extracts for each style scored for each individual.

Several respondents made associations between preferred style(s) and choice of clinical specialty: Surgeons, they do have, I'm convinced of it, more pace-setting and authoritative style [] [] not the same for physician types who spend more time pondering anyway, and are much more reliant on multiprofessional groups to solve problems.

As found in previous studies, individual leaders tended naturally to favour a small number of styles overall the authoritative; democratic and affiliative styles were used most frequently; and the coaching, commanding and pace-setting styles less frequently.

A more recent study of 232 medical leaders found that the predominant styles were "Dominant" and "Conscientiousness", where the former focused on control over tasks and the environment, directing others and achieving goals, while the latter related to independent working and a preference for working on tasks rather than dealing with people.

There are some parallels across these two models, for example, the democratic and affiliative styles in Goleman's model equate to some extent to the consensus manager style in the Singh and Jampel model, while the commanding and complete autocrat styles are also comparable.

In this study,several methodological approaches were used,and there was overall good correlation between them. The one area of disagreement was in the extent to which the authoritative style was used. This was the most frequentstyle observed in the interviews,but was selected infrequently by questionnaire respondents. However,in the interviews, it became clear that the term “authoritative” was regularly misunderstood, being taken to mean “authoritarian” or“ autocratic”, rather than the more “transformational” meaning in Goleman’s use of the word. In the Singh and Jampel model, again a range of individual leadership styles was found across consens us manager, active manager and consultative auto crattypologies.The consensus manager style was the most frequent, supporting the results of the assessment of Goleman’s styles.

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Posted on:2016-02-15