Leadership

Revision as of 16:40, 21 June 2017 by Badgettrg (talk | contribs) (Started Complexity Leadership Theory)
Jump to navigation Jump to search

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 worked 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 Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.[12][13]

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. Lichtenstein, Benyamin B., et al. "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems." (2006)
  13. 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


Template:WikiDoc Sources