The overall attention of this essay will concentrate on the theory of distributed leadership and how it may appear in research to provide the way forward in organisations, so that complex health and social care problems can be addressed across working boundaries. Moreover, the idea of organisations engaging in distributed leadership in practice will be discussed as to how the use of this leadership style might be extremely challenging for individual leaders and organisations to introduce and embed. Notwithstanding, reports such as The King’s Fund (2011) which fundamentally explored the ways in which the National Health Service (NHS) must realise the importance of leadership and look to adopting a leadership style that would improve the future …show more content…
This essay will also, to some degree discuss the strengths of distributed leadership in comparison to that of solitary hierarchical leadership. In addition, this discussion will include some of the effects that hierarchical and distributed theories of leadership may have on staff. Also, touching upon whether a distributed leadership theory may be able to provide the way forward in addressing complex health and social care problems. A key issue that will need to be considered throughout this essay is any apparent strengths that may arise from organisations adopting a distributed leadership style. For example, the strengths of distributed leadership which is particularly evident when considering them alongside that of a solitary hierarchical role (Wood, 2005; Pearce, 2007). This is in contrast to the idea of leadership as suggested by MacKian and Simons (2013), where it is said to only be given to a limited number of authoritative hierarchical individuals within an …show more content…
As opposed to the leadership roles being distributed among staff and how when looking at the singular role perspective it may have an influence on how distributed leadership is understood by staff (O’Toole et al. 2002). At the same time this essay will aim to identify some of the barriers that the health and social care sector may come across, in relation to distributed leadership working effectively across boundaries. In particular, with attention to that of decision making and how Miles and Watkins (2007) believed it may prove challenging for a group of leaders to come to one solitary decision when faced with a complex problem. To investigate this finding further, the fundamental restrictions uncovered in research surrounding distributed leadership by Kocolowski (2010) will be touched upon in this
Ledlow, G., & Coppola, M. N. (2014). Leadership for Health Professionals. Burlington: Jones & Bartlett Learning .
My impression of leadership is the ability to motivate, inspire, set a visualization, connect, and lead by example. To become a successful leader you have to be able to convince your followers that you are trustworthy of being followed. During this semester, we have learned many, if not all of the major leadership theories and how they play a role in our everyday lives. But personally, a few of these leadership models caught me and intrigued me the whole semester so much that this paper is going to predominately be referenced about them. For example, the proposed framework that organizes leadership theories based on each theory 's focus and approach. Focus is referred to as whether or not leadership is viewed as a set of traits or actions.
According to Yoder-Wise (2011), “Leadership is the use of personal traits to constructible and ethically influence patients, families, and staff through a process in which clinical and organizational outcomes are achieved through collective efforts” (p. 612). The following paragraphs will explain components of leadership of an anonymous healthcare facility.
2003, cited in Bolden 2011) distributed leadership has been defined as a group activity which people contribute to the organization instead of an individual bare all the responsibility. In early years setting, it is a thoughtful process of sharing leadership behavior, so that team members other than the head of the centre take an active lead. Distributed leaders allow team member to bare some areas of responsibility rather than all depend on themselves. Distributed leadership is the most effective leadership in early childhood settings as it is a type of leadership that involves multiple person to share responsibility (Heikka and Hujala, 2013). It involve as many as hands, brains, eyes, ears to commit rather than few.
The role of leadership has become increasing valuable for organizations to be successful. According to Huber (2014), Leadership can best be defined as method utilized to ensure that an objective is completed. There are many different types of leaderships that can be found within each organization. In this paper I will highlight an example of a specific leadership style that we come across in healthcare settings. I will review my leadership self-assessment results and discuss the impact of leadership on staff and groups.
Originally, the notion of distributed leadership came from cognitive and social psychology, which suggested that cognitive processes are better understood when they are distributed across the members of a social group. Therefore, the primal aspect of distributed leadership is social context and the interrelationships. The modern concept of distributed leadership appeared in the late 1990s and early 2000s. Looking at the literature on distributed leadership, we find a huge number of different interpretations of this term (Harris, 2008). Moreover, the idea of distributed leadership is crossing with other similar ideas as shared, democratic or delegated leadership, which may lead to misuse of the term.
Path-goal theory deals with the leader's style to motivate followers, to accomplish set goals (Northouse, 2010). The path-goal theory is simply the implication that a leader works with an individual to establish a goal. The leader does this by individual motivation to achieve the proposed goal, while working through obstacles that may hinder achieving that goal (Whitener, 2007). The basic assumption of path-goal theory is that the following motivates subordinates: the capability to perform the work, their efforts will result in a certain outcome, and the payoff will be worthwhile (Whitener, 2007). The path-goal theory is a pragmatic approach that the leader uses to motivate the followers to achieve the set goals.
Dwyer, E. J. (1994). Seven paradoxes of leadership. The Journal for Quality and Participation, 17(2), 46. Retrieved from http://search.proquest.com/docview/219165028?accountid=38569
He will be there for you when you have problems with your family and spouse, because he wants employees to be focused when they are working and not thinking about family problems.
This paper is intended to explain where collaborative leadership is used, what characteristics it possesses, and the benefits and disadvantages of using it. It will also summarize what types of people are collaborative leaders and the qualities they have that make them one.
Early descriptors as far back as Yuki (1989) describe it as "Individual members of a team engaging in activities that influence the team and other team members.". more recently All the descriptors of shared leadership point to a common theme moving away from one recognised leader with subordinates to a more collective team ethic. Much work has been done this century on teamwork and the emergence of shared leadership has in part arisen from that. There are valid arguments for selecting a number of different leadership models in view of the multifaceted nature of General Practice but perhaps the most relevant today is the distributed leadership model where there is more focus on the activity of leadership rather than the role itself.
the author also comments that this style of leadership is best left to organisations whose staff are technically proficient, have been trained accordingly, work while unsupervised, and have sound work ethics. When examined from a nursing perspective, Jackson, Hutchinson, Peters, Luck, and Saltman (2013) looked upon laissez-faire as an evasive form of leadership, one that harbours underlying issues of ignorance and incompetency. The author’s research found that laissez-faire, while seeking to offer staff independence, could in reality promote a sense of distrust towards the very people offering the independence. Equally important, as discussed by the authors, was the negative effect that this leadership style could impinge upon staff wishing
Harris and Spillane's (2008) state that distributed leadership primary concerns with "leadership practice and how leadership influences organisational and instructional improvement." (p.31) Leadership practice can involve the distribution of responsibility that Harris (2004) equates with power; working through teams and not just individuals; creating collective
Leadership in the medical field is vastly overlooked. Many people view leadership in medicine as a rise in ranks, in positions of power within a hospital or organization. They look at it as personal gain, a title, and less like a chance to actually lead anything, to actually impact anything. Since taking these leadership course, I’ve come to view leadership in the medical field more like the model I recently learned about, Komives’ and Wagner’s Social Change Model of Leadership. In their book Leadership for a Better World: Understanding the Social Change Model of Leadership Development, ...
Many theories of leadership are at the nucleus of Instructional and or Curriculum leadership. Theories of leadership are many. One might however pick out the Great Man Theory, Trait Theory, Behavioural Theories, Contingency Theories, Transactional Theory and Transformational Theories as being the most commonly quoted. The first two are the forerunners of those that follow, and mostly discredited as having been developed before the era of psychology and understanding developed in the field of behavioural sciences. Participative or Distributed Leadership Theory, as recognized by Likert (1961), has only recently – in the last 10 or so years - been adopted as one that seriously ranks amongst the major theories thus far mentioned. Spillane is one of the major proponents and writes extensively on the subject, his major work being the book of the same name ‘Distributed Leadership’ (ibid.). Some aspects of this theory are as