Leadership style ideal for business management

covers leadership styles

1. Leadership Name Date

2. Introduction Leadership entails an aspect of social influence which gives them power. Power is the ability to influence other peoples thoughts, actions, or emotions. Both power and leadership are essential relating concepts crucial in the management of healthcare organization

3. P art 1: Managers' power base In all workplaces, when an individual is offered power or a position of authority, they tend to automatically have power over their subordinates which is always defined clearly in their job description. Therefore, managers ’ power base is the legitimate foundation whereby the managers establish and wields their authority and influence ( Borkowski , 2016).

4. Ways managers develop a power base Leaders develop power from varying sources and thus, each has a varying impact on the subordinates in the healthcare organization They include; Coercive Reward Legitimate Expert Referent

5. Ways managers develop a power base Cont’d Coercive power allows people to use threats and also apply sanctions, among other negative consequences against others thus, gaining some power over them Reward power allows individuals to derive their power from their abilities to confer valued material rewards or form other positive and significant incentives

6. Ways managers develop a power base Cont’d Legitimate power also known as positional power is derived from an issued role of statutes that they have been given within the organization ( Borkowski , 2016). Expert allows the person, manager, or leader to obtain their power base from their skills and knowledge and becomes significant when the organization has an escapable and great need for them. Referent power means that the leaders develop the power base from the ability of the leader or the manager to attract, influence, and create loyalty from people

7. How managers effectively use power base to achieve organizational goals Can use either in a negative or a positive way Can be used to bring fairness and spread positive culture over the company

8. How managers effectively use power base to achieve personal goals Can be used to grow and better oneself Helps attain personal fulfilment by being productive at work

9. Part 2: Upstream influence Meaning of upstream influence Upstream influence is a specific arrangement of practices that those representing people utilizes to affect impact their place of work and alludes to a specialists conduct that are coordinated toward people at more significant levels in the authoritative order

10. Various influence tactics categories linked to Upstream i nfluence Assertiveness Ingratiation Rationality Upward appeal Coalition formation

11. Impact strategies The impact strategies for the upstream influence include how the individuals endeavor to influence each other in associations (Barnes et al., 2022 ).

12. Part 3: University of Michigan studies and the Ohio State studies The difference; The key difference between the two studies is varying-dimensional with different styles for each one of them. On one hand, the Ohio States studies approach puts two authority practices at the far edges of the similar continuum thus, making it a single-dimensional with two styles ( Borkowski , 2016). On the other hand, the University of Michigan model separately considers the two practices and makes it two-dimensional with four styles ( Borkowski , 2016).

13. Ohio States studies The researcher here indicates two crucial leadership behaviors which include; Initiating structure Consideration behaviors Different from Michigan , the Ohio studies state that the leader can utilize both components, initiating and considering at the same time.

14. Michigan State studies This also focuses on T he job The employees D ifferent from the Ohio State studies, the Michigan model states that the leaders can only focus on one component and as a result, feel that employee-focused leaders are more effective

15. Part 4: Path-goal model of leadership The path-goal model of leadership states or argues that a pioneer’s conduct is unpredictable to the fulfillment, inspiration, and execution of their workers. This means that the model assumes that an effective leader shows and provides the subordinates with a path, support, and resources thus, aiding them in the achievement of the organizational goals (Perez, 2021).

16. Theories of motivation tied to the assumptions of the path-goal model. Maslow’s needs hierarchy Alderfer’s ERG theory, McClelland’s achievement theory.

17. How each theory linked to path-goal model Maslow’s needs hierarchy - outlines needs that people must achieve and thus, a leader may motivate his team to achieve those needs which is what the path-goal theory is based on Alderfer’s ERG theory - the theory had three categories including existence, relatedness, and growth. People aim at achieving the set goals by fulfilling their needs. This links to the model in that people devise a path to follow towards achieving the desired need or needs. McClelland’s achievement theory . - McClelland majored in three kinds of motivation needs including affiliation, achievement, and power, and thus, they all motivate every person regardless of their origin or other factors such as age and gender but at varying levels thus, providing them with a definite path to follow to achieve the desired goal

18. Part 5: leadership controversy Reasons why the study of leadership styles and approaches tends to be controversial It generates lots of controversies among researchers and academicians because each has a varying view on what attributes define a true leader. some tend to view true leadership to be in terms of its relations to society others focus on the leader’s attitude and behavior ( Borkowski , 2016).

19. Definition of leaderships Scholars such as Plato, Aristotle, and Machiavelli find the current leadership theories unconvincing but are likely to be faced with the urge to re-evaluate their perception of leadership.

20. Proof for the leadership controversy; Plato, Aristotle, and Machiavelli’s perception Plato argues that only the chosen few with exceptional wisdom make great leaders (Bosworth & Maryon , 2023 ) Aristotle feels that great or true leaders are born with the traits of a leader. Machiavelli defines true leadership as the individuals’ ability to influence by using the power and knowledge at their disposal (Bosworth & Maryon , 2023).

21. Researchers' controversy about leadership some research defines leadership as the possession of certain personality and physical traits. Others define it as a specific form of behavior expressed by a person. Also , other research interprets leadership as a temporary role that can be taken up by any person . However, despite the varying definition, all the researcher agrees that a leader must possess the ability known as a social influence ( Borkowski , 2016).

22. Conclusion Leadership, especially in terms of power is a crucial topic in healthcare. Managers in healthcare derive their power base from assertive, r eward, legitimate, expert, and referent Upstream influence is a specific arrangement of practices that those representing people utilizes to affect impact their place of work and alludes to a specialists conduct that are coordinated toward people at more significant levels in the authoritative order The key difference between the two studies is varying-dimensional with different styles for each one of them The path-goal model of leadership states or argues that a pioneer’s conduct is unpredictable to the fulfillment, inspiration, and execution of their workers Leadership generates lots of controversies among researchers and academicians because each has a varying view on what attributes define a true leader.

23. References Barnes, E., Bullock, A., & Chestnutt , I. G. (2022). What influences the provision and reception of oral health education? A narrative review of the literature.  Community Dentistry and Oral Epidemiology ,  50 (5), 350-359. Bosworth, M., & Maryon , T. (2023).  Leadership for Health Professionals: Theory, Skills, and Applications . Jones & Bartlett Learning. Huy , Q., & Zott , C. (2019). Exploring the affective underpinnings of dynamic managerial capabilities: How managers' emotion regulation behaviors mobilize resources for their firms.  Strategic Management Journal ,  40 (1), 28-54. Perez, J. (2021). Leadership in healthcare: transitioning from clinical professional to healthcare leader.  Journal of Healthcare Management ,  66 (4), 280-302. Peterson, A., Charles, V., Yeung, D., & Coyle, K. (2021). The health equity framework: a science-and justice-based model for public health researchers and practitioners.  Health promotion practice ,  22 (6), 741-746. Simha , A. (2022). Behavioral and Style Approaches to Leadership. In  Leadership Insights for Wizards and Witches  (pp. 27-32). Emerald Publishing Limited.