unit 4

• Directing


  Guiding people, inspiring, leading, and supervision to achieve desired results
• Direction


  Undertaking activities like guiding, inspiring, leading, and supervision to achieve desired results
• Direction


  • Must be written, comprehensive, current, clearly stated, and reinforced by discussion and example
• Direction


  • Ways and means to encourage all personnel to accomplish assignments and goals efficiently
• Supervision


  Overseeing the work of subordinates by managers, watching, and directing work of workers
• Supervision


  • Part of the directing process, entails responsibility in assuring that policies and procedures are followed
• Direction vs Supervision


  Direction includes motivation, communication, supervision, training, and leadership; Supervision is only one element of direction
• Leadership Styles


  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
• Models of Directing/Supervising


  • The Situational Leadership Model
  • The Work Team Effectiveness Model
  • Virtual Team Leadership Model
• 5 Stages of Team Development in Directing

  1. Forming Stage

  2. Norming Stage

  3. Storming Stage

  4. Performing Stage

  5. Adjourning Stage
• Models of Handling Conflict in Directing/Supervising

  • Dominating Way
  • Compromising Way
  • Accommodating Way
  • Collaborating Way
  • Avoiding Way
• Steve Jobs: 'on Management'
• Financial Incentives


  Can be provided by top-level management due to the directing function
• Performance-based bonus can be given by top-level management
• Financial incentives for top-level management

  Can only be given by top-level management due to their directing function
• Performance-based bonus


  If the company is generous, incentives can be given for good work by top-level management
• Supervisor recommending employees for incentives

  Supervisor recommends employees to top-level management to be included in the list of those to receive incentives
• Level 5 Leadership


  • Identified by Jim Collins and research associates as critical in transforming companies from good to great organizations
  • Characterized by almost a complete lack of ego, humility, and fierce resolve to do what is best for the organization
• Humility


  Being unpretentious and modest rather than arrogant or prideful
• Levels of Leadership


  • Level 1 - Individual (Capable)
  • Level 2 - Team Member (Contributing)
  • Level 3 - Manager (Competent)
  • Level 4 - Leader (Effective)
  • Level 5 - Executive
• Servant Leadership


  • Transcends self-interest to serve others, the organization, and society
  • Operates for the fulfillment of subordinates' goals and needs as well as the larger purpose or mission of the organization
  • Gives away power, ideas, information, recognition, credit for accomplishments, and money
• Authentic Leadership


  • Individuals who know and understand themselves, act consistent with higher-order ethical values, and empower and inspire others with their openness and authenticity
  • Inspire trust and commitment by respecting diverse viewpoints, encouraging collaboration, and helping others learn, grow, and develop as leaders
  • Components include practicing solid values, demonstrating self-discipline, and being real and true to one's values and beliefs
• Interactive Leadership


  • Favors a consensual and collaborative process, influence derives from relationships rather than position power and formal authority
  • Characterized by values such as inclusion, collaboration, relationship building, and caring
  • Associated with women's style of leading but can be effective for both men and women
• Charismatic Leadership


  • Charisma ignites followers' energy and commitment
• Interactive leadership


  • Collaboration
  • Relationship building
  • Caring
• Both men and women can be effective interactive leaders
• Charismatic leadership


  • Charisma ignites followers' energy and commitment, producing results above and beyond the call of duty
  • Inspires and motivates people to do more than they would normally do
  • Followers willing to put aside their own interests for the sake of the team, department, or organization
• Impact of charismatic leaders comes from

  • Stating a lofty vision of an imagined future that employees identify with
  • Displaying an ability to understand and empathize with followers
  • Empowering and trusting subordinates to accomplish results
• Charismatic leaders tend to be less predictable because they create an atmosphere of change and may be obsessed by visionary ideas
• Transformational leadership


  • Brings about innovation and change by recognizing followers' needs and concerns
  • Inspires followers to believe in their own potential to imagine and create a better future for the organization
  • Creates significant change in both followers and the organization
  • Focuses on intangible qualities to build relationships and give larger meaning to diverse activities
• Transactional leadership


  • Clarifies the role and task requirements of subordinates
  • Initiates structure
  • Provides appropriate rewards
  • Tries to be considerate and meet the social needs of subordinates
  • Emphasizes impersonal aspects of performance such as plans, schedules, and budgets
• Characteristics of a leader

  • Drive and passion
  • Power motive
  • Self-confidence combined with humility
  • Trustworthy and honesty
  • Good intellectual ability, knowledge, and technical competence
  • Optimism and Positivity
  • Likable
  • Disciplined
  • Emotional Intelligence
  • Good listener
• Autocratic style of leadership


  • Centralizes authority
  • Dictates work methods
  • Makes unilateral decisions
  • Limits employee participation
  • Practical for immediate decision-making situations
• Autocratic style of leadership

  1. Immediate decision is necessary

  2. Quality of leader who exhibits this style

  3. Leader should be really competent because it is attributed to unilateral decision making which assures the decision is the best one
• Democratic style of leadership

  Leader involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, uses feedback to coach employees
• Laissez-faire (Free-rein) leadership


  Leader delegates much authority to employees, leader's role is peripheral, staff manage their own areas of the business
• Leadership Responsibility
• Leadership Responsibility


  Formulate and document policies and procedures, communicate plans to all personnel, provide efficient means for assuring compliance, encourage free flow and exchange of ideas, assure awareness of current trends and practices, develop and maintain effective relations with medical staff and hospital administration
• Laboratory Methods


  Develop and constantly update all laboratory procedures and policies by preparation of appropriate manuals
• Laboratory Methods


  1. To develop and constantly update all laboratory procedures and policies by preparation of appropriate manuals

  2. To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures

  3. To delegate the responsibility for efficiently monitoring compliance with policies and procedures

  4. To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services

  5. To fully support and generously budget for a meaningful laboratory continuing program

  6. To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meetings that call for laboratory representation