Chapter 19 Leadership (REVIEW)

William Bridges transitional model that defines three stages:

(1) ending, losing, and letting go; (2) the neutral zone; and (3) new beginnings. Each stage identifies changing emotions employees experience as their daily work is either changed or replaced. The emotions associated with stage 1 are fear, denial, anger, sadness, disorientation, frustration, uncertainty, and a sense of loss. In stage 2 people may experience resentment toward the change initiative; low morale and productivity; anxiety about their role, status, or identity; and skepticism about the change initiative. Finally, in stage 3 employees may experience high energy, openness to learning, and renewed commitment to the group or their role in the organization

The four rules for active listening are:

(1) seek to understand before you seek to be understood; (2) be nonjudgmental; (3) give your undivided attention to the speaker; and (4) use silence effectively

The six CODM steps include the following:

1. Discussion 2. Identify the emerging proposal 3. Identify unsatisfied concerns 4. Collaboratively modify the proposal 5. Assess the degree of support 6. Finalize the decision or circle back to the first steps (Hartnett 2018)

Kotter's eight-step method of leading change

1. Establish a sense of urgency 2. Build a team to guide change 3. Develop vision and strategy 4. Generate short-term wins 5. Empower a broad-based action 6. Communicate vision to all employees 7. Consolidate gains 8. Anchor changes in organizational culture

There are five skills that allow leaders to capitalize their performance and their employees' performance. They are the following:

1. Self-awareness. The ability to know oneself in terms of strengths, weaknesses, desires, values, and impact on other people. 2. Self-regulation. The ability to change and control moods and impulses in oneself. 3. Motivation. The general willingness to achieve what one desires to do or be. 4. Empathy. The ability to understand other people. 5. Social skill. The ability to build relationships and rapport with people.

There are four major theories on leadership.

1. Trait theory. Originally called Great Man theory, the belief is that leadership is an inherited set of traits and not learned. A leader is born a leader and is not created by education or training. 2. Behavior theory. Leadership can be learned. 3. Contingency theory. Leadership is based on the situation and context. 4. Power and influence theory. Leadership can be based on position and title.

After all leadership styles are evaluated, they can be divided into three basic groups:

Authoritarian leadership is a domineering style of leadership in which decisions are made at a distance from the workers they affect.. The democratic leadership style is participative and supports collective decision-making by offering others in the group choices and then empowering group members by facilitating group deliberations and encouraging and rewarding active member involvement. laissez-faire leadership (also known as delegative leadership). This style reflects a leader who holds a title and responsibility but is strictly hands-off and has everyone else perform the work. This style is commonly associated with negative outcomes though it can be highly effective if the group members are already highly accomplished and motivated.

___________ is a controlled method to ensure change can be managed smoothly.

Change management

A team leader must project certain leadership traits and qualities to the team members to ensure the team's objectives are met. These include the following:

Communication. This is an essential function to ensure all the members of the team are aware of and understand their role and responsibilities. Organization. This skill allows the team to perform at the optimal level by maintaining order to meet goals and objectives. Confidence. Through their actions, the team leader must show the team that they are confident not only in their abilities, but also in the abilities of the team members. Respectful. All members of the team have to be shown respect for their input and who they represent on the team. Fair. All members of the team must be treated equitably and no favoritism shown because of title or relationship to the team leader. Integrity. The team's leader must not appear to change or waiver when difficulties occur but rather keep a constant viewpoint and direction. Influential. The team leader must be able to bring the team to a consensus when differences of opinion occur to achieve a common outcome. Delegation. The team leader cannot do it all; therefore, various tasks and objectives should be delegated to different team members. Facilitator. When disagreements occur among the team members, it is the team leader's responsibility to keep everyone on task and focused on the projected outcomes. Negotiator. When a stalemate occurs on the team's decision regarding the final deliverable, it is the team leader's responsibility to work toward a common agreement (Scott 2018).

___________ states leadership exists between persons in social situations, and persons who are leaders in one situation may not necessarily be leaders in other situations

Contingency theory

__________ is a disciplined process of actively and skillfully conceptualizing, analyzing, synthesizing, applying, and evaluating information.

Critical thinking

_________—such as personality, cognitive abilities, motives, and values—are traits that surround the leader as a person.

Distal attributes

__________ refers to leaders who are experts in their field or have knowledge or skills that are in short supply.

Expert power

___________ business-related partnerships often occur with the various vendors providing services to HIM professionals, whether they are HIM consultants, EHR providers, or off-site storage companies.

External

3. True or False: Leading is one of the four management functions in addition to planning, consolidating, and controlling

False. The four management functions are leading, planning, organizing, and controlling.

There are four common components of transformational leaders

First, leaders serve as a role model to the group, referred to as idealized influence (II). Second, leaders have the ability to inspire and motivate their followers, also known as inspirational motivation (IM). Third, leaders demonstrate individualized consideration (IC), or a genuine concern for the needs and feelings of their followers. Finally, leaders challenge their followers to be innovative and creative, referred to as intellectual stimulation (IS).

Trait theory is one of the earliest leadership theories, sometimes referred to as the "___________," which states that some people have innate leadership skills that are not due to training and exercises but, rather, to their natural ability.

Great Person Theory

___________ relationships common business partners for the HIM department are the billing office, compliance, and information services. The main advantage of developing a partnership within an organization is that two heads are often better than one—sometimes great ideas can be generated with input from and the perspective of two people.

Internal

___________ is a process whereby an individual influences a group of individuals to achieve a common goal

Leadership

_____________ places the leader in a role model position, which allows a person to display, through their actions, how they would expect others to act.

Leading by example

Positional power is divided into

Legitimate power is afforded by a person's position or status within the organization. Reward power is based on the leader's ability to give rewards to team members for outstanding work. Coercive power, considered the opposite of reward power, occurs when the team leader uses threats and punishments to get their way.

What is the difference between leading and managing?

Managing is the process of planning, controlling, leading, and organizing activities. Managing is a process and it includes leading. Leading refers to a person's ability to understand and influence situations, and motivate and encourage others, while intervening when necessary, toward success or to a desired end goal.

_________ involve the joining of two or more companies into one; this is a major source of change management as hospitals and other healthcare organizations are combined.

Mergers

___________ is both written (text and graphs) and visual (behavior, body language, clothing, and intentional and unintentional signals).

Nonverbal communication

_______________—such as problem-solving skills, social appraisal skills, and expertise and tacit knowledge—are derived from the distal attributes and are part of a leader's operating environment

Proximal attributes

____________ (also known as charismatic power) is the ability of the team members to identify with leaders who have desirable resources or personal traits.

Referent power

Emotional intelligence (EI) includes five skills good leaders try to master to maximize their performance and the performance of their team. These skills are:

Self-awareness is the ability to know one's self, to understand one's strengths and weakness and personal values and the effect that has on others. Self-regulation is the ability to control or direct impulses and moods. Motivation is a person's desire to do something, the thing that compels a person. Empathy is the ability to understand another person's emotions. social skill is the ability to build and maintain rapport with others to motivate them in a desired direction.

__________ help determine acceptable and unacceptable behavior for a team. Team norms may be explicit as in rules and regulations or unwritten behavior that is formed over time or through peer pressure.

Team norms

____________ is generally accountable solely to the board of directors. The major responsibilities are to develop and implement high-level strategies; set a vision; make major organizational decisions; manage the overall operations and resources of a company; build culture; set the budget to be presented to the board of directors for approval; and act as the main point of communication between the board of directors, the corporate operations, and the public

The chief executive officer (CEO)

____________typically reports to the CEO or board of directors and is the chief financial spokesperson for the organization. Most have a master's in business administration (MBA) or are a certified public accountant (CPA). Along with leadership skills a they must possess a strong understanding of corporate finance methodologies, cash management, and accounting principles.

The chief financial officer (CFO)

____________ is responsible for leading, planning, budgeting, resourcing, and training the information technology (IT) staff.

The chief information officer (CIO)

___________ is pure authoritative leadership, in which the team leader believes team members perform best under supervision that involves close control, centralized authority, authoritarian practice, and minimal participation of the group members in the decision-making process.

Theory X

_________ relates to participative leadership where the team leader believes team members are eager to do well, have the motivation to perform their best, and are capable of doing so.

Theory Y

____________ assumes that the team members will accept and complete their responsibilities for no other reason than to receive rewards.

Transactional leadership

What are some characteristics of leadership roles?

While leaders may be managers, not all managers are leaders. A leader can be anyone in a department or organization who may or may not have an organizational title. titles gives a person a platform to develop leadership qualities.

What is the type of power given to leaders who are authorities in their fields or have knowledge or skills that are in short supply? a. Expert b. Referent c. Legitimate d. Influence

a. Expert

Robert Blake and Jan Mouton's leadership grid: The ____________ leadership style reflects a very low concern for people and a very high concern for production.

authoritarian (A)

A group of researchers, in response to the trait theory advocates, proposed the _____________ to better define what makes a leader. Whereas the proponents of the trait theory believe leaders are born with these characteristics, the behaviorists determined leaders can be made and that successful leadership is based on definable, learnable behavior.

behavior-based theory

A____________, which can be internal or external to the healthcare organization, is an agreement between two parties to cooperate for the advancement of their mutual interests and the entity's strategic goals.

business-related partnership

According to Vroom and Jago's decision-making strategies, the "c" stands for which of the following? a. Chief b. Clinical c. Consultative d. Coordination

c. Consultative

The belief that a person may be a leader in one situation but not in another is the basis of what leadership theory? a. Trait b. Behavioral c. Contingency d. Power and Influence

c. Contingency

_______________—a decision-making method that seeks consent of all participants to resolve those differences so an acceptable result can be found

consensus building

The_____________ presents a six-step progression that allows groups the flexibility to come to a consensus by approaching important topics with open discussion rather than presenting a preformulated proposal; gathering a list of all the needs and concerns expressed by the group to form a list of conditions for possible proposals to address; taking turns in a unified attempt to shape each idea into the best possible proposal before choosing among them; and using empathy in the closure stage to address any unresolved feelings from the process

consensus-oriented decision-making model (CODM)

Robert Blake and Jan Mouton's leadership grid: The ________ style shows that a leader has a high concern for people and yet still has a low concern for production.

country club (CC)

In which of the following theories would a leader feel that they can trust group members and do not have to micromanage? a. Theory X b. Theory Y c. Transformational leadership theory d. Participative leadership theory

d. Participative leadership theory

Lewin's Change Management Model

first unfreeze, or disrupt, current processes, meaning the organization's existing mindset is interrupted. The second stage—create the change—occurs when people resolve their uncertainty and look for new ways to do things. The final stage is refreezing the environment, so the change is integrated into the processes and procedures within the organization. The change now becomes the status quo and produces a positive impact in the organization

Robert Blake and Jan Mouton's leadership grid: The first style is _____________where a leader has a low concern for people and a low concern for production (near the zero point on a graph).

impoverished management

Robert Blake and Jan Mouton's leadership grid: the _________ leadership style produces medium results with a medium concern for both people and production

middle of the road (MR)

what are some of the principles of selecting team members?

people with technical expertise. members with knowledge of the process under consideration. some members must have direct relationships to the outcomes

The _____________ of leadership takes a different approach in that there are various ways leaders use authority, control, and their influence on others to get things done.

power and influence theory

The ____________, provided by upper management, is the document that explains the issues the team was created to address, describes the team's goal /or vision, and lists the initial members of the team and their respective departments.

team charter

The __________ is someone who provides leadership, instruction, and direction to a team for the purpose of achieving a set goal or objective.

team leader

Robert Blake and Jan Mouton's leadership grid: The _________style has a very high concern for people and also a very high concern for production.

team leader (TL)

The main purpose for creating teams is

to provide a formal framework so its members can participate in planning, problem-solving, and decision-making to better serve the organization.

The theory of ___________ assumes people are motivated by reward and punishment, such as monetary rewards or disciplinary actions as punishment. The understanding of the worker is that they are there to do a job and be told what to do, with a clear chain of command.

transactional leadership

Leaders who inspire and motivate a group of people, and create a vision of the future exemplify _____________.

transformational leadership

Diversity of team members is ________ to ensure the members are examining all the facts and remain objective. Diversity allows members to understand their own biases, perspectives, and decision-making processes

vital