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'''{{PAGENAME}}''' 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".<ref>{{MeSH|Leadership }}</ref>
'''{{PAGENAME}}''' 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".<ref>{{MeSH|Leadership }}</ref>


==Leadership styles related to workforce engagement ==
==Leadership styles related to worksite climate==
Early categorization of leadership styles was by Lewin in 1938 who labeled styles as autocratic, democratic.<ref>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.</ref>
Early categorization of leadership styles was by Lewin in 1938 who labeled styles as autocratic, democratic.<ref>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.</ref>


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Among physicians, management by passive exception and laissez-faire and may overlap.<ref name="pmid19579573">{{cite journal| author=Xirasagar S| title=Transformational, transactional among physician and laissez-faire leadership among physician executives. | journal=J Health Organ Manag | year= 2008 | volume= 22 | issue= 6 | pages= 599-613 | pmid=19579573 | doi=10.1108/14777260810916579 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=19579573  }} </ref>
Among physicians, management by passive exception and laissez-faire and may overlap.<ref name="pmid19579573">{{cite journal| author=Xirasagar S| title=Transformational, transactional among physician and laissez-faire leadership among physician executives. | journal=J Health Organ Manag | year= 2008 | volume= 22 | issue= 6 | pages= 599-613 | pmid=19579573 | doi=10.1108/14777260810916579 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=19579573  }} </ref>


Laissez-faire is associated with low subordinate satisfaction and effort.<ref name="pmid16330822">{{cite journal| author=Xirasagar S, Samuels ME, Stoskopf CH| title=Physician leadership styles and effectiveness: an empirical study. | journal=Med Care Res Rev | year= 2005 | volume= 62 | issue= 6 | pages= 720-40 | pmid=16330822 | doi=10.1177/1077558705281063 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=16330822  }} </ref>
Laissez-faire is associated with low subordinate [[job satisfaction]] and effort.<ref name="pmid16330822">{{cite journal| author=Xirasagar S, Samuels ME, Stoskopf CH| title=Physician leadership styles and effectiveness: an empirical study. | journal=Med Care Res Rev | year= 2005 | volume= 62 | issue= 6 | pages= 720-40 | pmid=16330822 | doi=10.1177/1077558705281063 | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=16330822  }} </ref>


===Transactional===
===Transactional===

Revision as of 11:35, 25 June 2017

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 worksite climate

Early categorization of leadership styles was by Lewin in 1938 who labeled styles as autocratic, democratic.[2]

The terms transactional and transformation were introduced by Weber in 1947.[3]

The concept of transactional versus transformation leadership was using the Multifactor Leadership Questionnaire (MLQ) first proposed by Bass in 1978.[4]

Measurement of transactional versus transformation leadership using the was first proposed by Bass in 1985.[5]

Bass added the concept of laissez-faire leadership in 1997.[6][7]


Leadership styles may effect employee burnout.[8][9][10]

Laissez-faire

Among physicians, management by passive exception and laissez-faire and may overlap.[11]

Laissez-faire is associated with low subordinate job satisfaction and effort.[12]

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.[11]

Transformational

This style may be the most effective in healthcare on employee responses and clinical outcomes.[13]

Transformational style may better promote team learning behaviors than a transactional style.[14]

Transformational leadership may build on transactional leadership, "for transformational leadership to be effective,the leader must first build trust and follower responsiveness on the basis of tangible, transactional processes perceived as fair."[12]

Leadership tactics related to worksite innovation

Complexity science has been proposed as a framework for health care organization since early this century.[15][16] Anderson and McDaniel proposed in 2000 that key leadership tasks are:

  1. Relationship building
  2. Loose coupling
  3. Complicating
  4. Diversifying
  5. Sense making
  6. Learning
  7. Improvising
  8. Thinking about the future

A model of of learning based on complexity science has been developed.[17]

Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.[18][19][20] Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:[21]

  1. Generative
  2. Administrative
  3. Community-building
  4. Information gathering
  5. Information using

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. ↑ Weber, Max, Alexander Morell Henderson, and Talcott Parsons. "The theory of social and economic organization, 1st Amer." (1947). ISBN [www.worldcat.org/title/theory-of-social-and-economic-organization/oclc/727478791 0684836408]
  4. ↑ Burns, J. M. G. (1978). Leadership. New York: Harper & Row.
  5. ↑ Bass, MB (1985). Leadership and performance beyond expectations. New York: Free Press.
  6. ↑ Bass MB. The Future of Leadership in Learning Organizations. J of Leadership & Organizational Studies 2000 doi:10.1177%2F107179190000700302
  7. ↑ 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
  8. ↑ Shanafelt TD, Gorringe G, Menaker R, Storz KA, Reeves D, Buskirk SJ; et al. (2015). "Impact of organizational leadership on physician burnout and satisfaction". Mayo Clin Proc. 90 (4): 432–40. doi:10.1016/j.mayocp.2015.01.012. PMID 25796117.
  9. ↑ 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.
  10. ↑ 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.
  11. ↑ 11.0 11.1 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.
  12. ↑ 12.0 12.1 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.
  13. ↑ 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.
  14. ↑ Raes, Elisabeth, et al. "Facilitating team learning through transformational leadership." Instructional Science 41.2 (2013): 287-305. doi:10.1007/s11251-012-9228-3
  15. ↑ Anderson RA, McDaniel RR (2000). "Managing health care organizations: where professionalism meets complexity science". Health Care Manage Rev. 25 (1): 83–92. PMID 10710732.
  16. ↑ Plsek, Paul. "Redesigning health care with insights from the science of complex adaptive systems." Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.
  17. ↑ Lanham, Holly Jordan, et al. "Trust and reflection in primary care practice redesign." Health services research 51.4 (2016): 1489-1514. doi:10.1111/1475-6773.12415
  18. ↑ Lichtenstein, Benyamin B., et al. "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems." (2006)
  19. ↑ 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
  20. ↑ Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) doi:10.1093/oxfordhb/9780199755615.013.033
  21. ↑ Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. doi:10.1177/1742715013511483


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