MANAGERS USE FOUR BASIC LEADERSHIP STYLES AS THEY

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2 by Rose Seavey, MBA, BS, RN, CNOR, CRCST, CSPDT President/CEO of Seavey Healthcare Consulting Basic Leadership Styles LEARNING OBJECTIVES 1. Review basic leadership styles and identify situations in which different leadership styles may be most useful 2. Identify factors affecting the use of different leadership styles MANAGERS USE FOUR BASIC LEADERSHIP STYLES AS THEY DIRECT and facilitate the work of their employees. Each style creates conditions that can affect their employees motivational levels. The term motivation relates to an employee s internal desire to attain a personal goal. Part of a manager s role is to create and maintain a work environment that enables staff members to attain their goals. Effective managers have some flexibility to turn leadership styles into strategies to facilitate the work of their employees. They usually do not have one best style of leadership and utilize it all the time; instead, they modify their leadership style to fit the situation in which they find themselves. Leadership styles, when seen as strategies, become tools to create conditions in which employees become motivated to achieve departmental goals. This lesson will explore the four basic leadership styles and examine how their use in specific situations can help Central Service (CS) managers improve the work of their staff members. OBJECTIVE 1: REVIEW BASIC LEADERSHIP STYLES AND IDENTIFY SITUATIONS IN WHICH DIFFERENT LEADERSHIP STYLES MAY BE MOST USEFUL AUTOCRATIC LEADERSHIP Autocratic leadership, also known as authoritarian leadership, is a classical leadership approach characterized by individual control over all decisions and little input from employees. Autocratic leaders typically make choices based on their ideas and judgments, and rarely accept advice from followers. They give orders to employees without This series of self-study lessons on CS topics was developed by the International Association of Healthcare Central Service Materiel Management (IAHCSMM), and can be used toward CRCST re-certification or toward nursing credits. Pfeidler Enterprises and IAHCSMM both offer grading opportunities. Earn Continuing Education Credits Online: Nursing Credit: Pfiedler Enterprises will award nursing credit for this Self-Study Lesson Plan. Pfiedler Enterprises is a provider approved by the California Board of Registered Nursing, Provider Number CEP 14944, for 1 contact hour. Obtaining full credit for this offering depends upon attendance, regardless of circumstances, from beginning to end. Licensees must provide their license numbers for record keeping purposes. The certificate of course completion issued at the conclusion of this course must be retained in the participant s records for at least four (4) years as proof of attendance. In order to receive credit you must go to and complete the test, evaluation and registration forms. Once completed, you will be directed to print your certificate of completion. Scoring: IAHCSMM will award credit for this Self- Study Lesson Plan toward the renewal of a CRCST certification. To receive IAHCSMM credit, please visit for online grading (nominal fees will apply). Each online quiz with a passing score of 70% or higher is worth two points (2 contact hours) toward CRCST re-certification of 12 CEs. For more information: For questions or problems about Nursing Credits available for this lesson plan, please contact tonia@pfiedlerenterprises.com. For questions about IAHCSMM Credit available for this lesson plan, please contact us at or mailbox@iahcsmm.org. NOVEMBER / DECEMBER 2017 Communiqué 49

3 explanation and expect their orders to be obeyed. A structured set of rewards and punishments is typically used to ensure compliance with the manager s directions. Autocratic managers believe they must focus on results above all other possible goals, including those relating to the employees and their concerns. They believe employees are already motivated (after all, they are on the job) and are motivated sufficiently enough to follow simple orders. While autocratic managers accept the authority (power) and responsibilities delegated to them by their own bosses, they are generally unwilling to delegate authority to those they supervise. In their view, there is a specified and identifiable amount of power and, if some power is delegated, less power will remain with the manager. These managers may also believe they must continuously reaffirm their hierarchical position, and that the delegation of some decision-making opportunities will convey weakness to employees. Employees supervised by an autocratic manager often become dependent upon him/her because they are given little, if any, direction about how to perform their jobs. When utilized in the wrong situation, autocratic leadership can create significant problems, such as low employee morale, high absenteeism rates and even work stoppage; however, there are circumstances in which an autocratic leadership style is necessary to get tasks accomplished quickly and efficiently. If the leader is the most knowledgeable person in the group, the autocratic style can lead to fast and effective decision making. For example, if a healthcare facility is confronted with a community emergency, staff will need rapid and specific instructions about how to vary normal operating procedures to best serve an increased number of patients very quickly. In this situation, many employees would expect the supervisor to give them focused directions: This is what must be done and here is how to do it. Now, let s get to work! Situations in which autocratic leadership may be effective: When the manager knows how to do the work of the employees and can provide very specific work instructions. When there are new, untrained staff members who do not know which tasks to perform and/or which procedures to follow, and require direction or assistance with prioritization. When supervision involves detailed instructions. Example: If a new, highlycomplex and difficult-to-clean instrument is purchased, close supervision and coaching of processing protocols may be necessary, even after training, to ensure proper cleaning, decontamination and other procedures are followed. When an employee (or group of employees) does not respond positively to another supervisory style. BUREAUCRATIC LEADERSHIP Bureaucratic leadership is one of the oldest forms of leadership and dates back to some of the first world rulers, including Genghis Khan and Julius Caesar. These leaders were known for creating rules, regulations and hierarchies that were easily replicated in order to rule large territories. Managers using the bureaucratic leadership style focus on rules, policies, regulations and procedures, and they rely on higher levels of managers to make decisions about issues that are not covered by the book. Stepping out of the organizational role they play can be difficult for bureaucratic managers and may be due to a of confidence in their own decisions. They may feel they do not have the knowledge, experience and/ or common sense to make decisions and solve problems in unique situations. This type of manager may perceive that their employees already know what to do and, in turn, might be insulted if direction is suggested. Bureaucratic managers may not know what to do and become overly reliant upon their staff members to fill this leadership void, and, still, others might be disinterested in their work or focused on other priorities. Typically, this enforcement style of leadership is only used when other styles are inappropriate, or when staff members cannot be given discretion about decisions. For example, specific procedures required for the operation of sterilization equipment must be consistently utilized without any variance from required procedures. A bureaucratic leadership style may be most useful in situations requiring the use of specific procedures that have been established for staff members who perform routine or repetitive tasks. Often, the dynamics of a fast-paced CS department require that non-routine and creative decisionmaking be applied. Bureaucratic leaders looking for assistance in the status quo (how things have always been done) and/or who must always consult with their own supervisor may not provide the best leadership for staff members. This style works well for leaders who like structure, are comfortable knowing exactly what is expected of them, and need rules and regulations. Bureaucratic leadership is best for people who are not expected to think outside the box. DEMOCRATIC LEADERSHIP The democratic leadership style (also known as participative leadership) is one in which the manager keeps employees informed about matters directly affecting their work. When practical, democratic managers share decision-making and problem-solving responsibilities by 50 Communiqué NOVEMBER / DECEMBER

4 NURSING LESSON PLAN Democratic managers emphasize the employees roles in the facility and provide opportunities for their staff members to develop a high sense of job satisfaction. They solicit the opinions of employees and consider their recommendations as decisions are made. For example, democratic managers are likely to encourage employee input for staff member performance evaluation. using delegation and/or empowerment strategies. Democratic managers emphasize the employees roles in the facility and provide opportunities for their staff members to develop a high sense of job satisfaction. They solicit the opinions of employees and consider their recommendations as decisions are made. For example, democratic managers are likely to encourage employee input for staff member performance evaluation. When necessary, they will encourage their employees to help define goals and action plans for corrective activities to improve staff performance. Democratic managers also mentor and encourage their employees to grow professionally and advance with promotional opportunities, and they recognize and reward these achievements. There are limitations and potential disadvantages to use of the democratic leadership style, however. It may take longer to make decisions or to determine solutions when staff members are involved, and special concerns arise when the manager cannot use or accept the recommendations offered by employees. For example, it will be necessary to explain, defend and justify reasons for non-acceptance of employee recommendations, and the manager must assure that there is a reasonable history of incorporating employee input into the way things are done in the department. Additionally, it may not be cost effective to involve employees in issues that are straight-forward and may be easily resolved by the manager. The democratic leadership style is often used with highly-skilled and experienced employees, and it can be effective when managers implement operational changes in the workplace or resolve individual or group problems. Studies have shown the democratic leadership style to be one of the most effective, leading to increased productivity and employee morale, and greater contributions from employees. LAISSEZ-FAIRE LEADERSHIP Like other leadership styles, the laissezfaire leadership style has benefits and drawbacks. This delegative style employs a hands-off approach by a manager who does very little traditional leading. Laissez-faire leadership can be effective in situations where group members are highly skilled, motivated and capable of working independently. Managers who use this style allow employees as much freedom as possible by delegating all authority (power) to the employees who establish goals, make decisions and resolve problems. This approach is not frequently used in healthcare facilities, but may be appropriate when CS managers interact with highly-skilled and/or experienced employees, such as technical specialists and consultants who have been trained in the use of the necessary decision-making and problem-solving techniques required when more assertive leadership is not forthcoming. This leadership approach may also be useful for some highly- NOVEMBER / DECEMBER 2017 Communiqué 51

5 motivated staff members with exceptional skill levels and abilities. OBJECTIVE 2: IDENTIFY FACTORS AFFECTING THE USE OF LEADERSHIP STYLES Daily leadership responsibilities for managers in healthcare facilities require the use of a specific approach or a combination of leadership styles. A manager s personality, knowledge, values and experiences shape his/her feelings about and reactions toward employees. Some managers prefer to delegate work and enjoy involving several employees in a team approach to define and resolve problems. In contrast, other leaders prefer to do things themselves and prefer not to interact with employee teams. A manager s feelings about appropriate leadership are important for determining the specific leadership style that will be used. Also, one s previous experience and level of success with use of a leadership style likely affects a manager s willingness to utilize a different style. Characteristics of the employees being supervised also impact the choice of leadership style that is used. Employees are unique individuals with different personalities and backgrounds who are influenced by specific factors, much like their supervisors. Some employees desire independence and decision-making responsibility. They often identify with the facility s goals, are knowledgeable and experienced, and work well under a democratic leader. Conversely, employees with different expectations and experiences may require a more autocratic leader. Employees ability to work effectively in groups also affects the choice of specific leadership style used by the manager. While the organizational culture, composition of the workforce, type of work to be done, and other related factors influence a manager s leadership style, the traditions and values of the facility can also influence the manager s behavior. For example, top-level facility leaders may stress human relations concerns while those in other facilities may focus on bottom line financial concerns, even if this reduces the use of employee participation in the management process. Managers who are most effective in any organization are those who consider and adopt the prevailing organizational philosophy and culture. It is unlikely that managers or supervisors will use only one of the basic leadership styles exactly as they were defined in this lesson. In an ideal work situation, managers would know each employee s motivational goals and adapt his or her leadership style to the individual employee in the specific work situation. Thus, the leadership style should be adapted to the employees in order to create a work environment where motivation can occur. At the same time, managers are also individuals who develop attitudes, beliefs and personalities based upon their own experiences; therefore, it may not be easy for managers to seamlessly move between different leadership styles. Learning about basic leadership styles and understanding situations in which each style might be applied is beneficial for managers. It may be challenging to review a situation, consider the leadership style that might be best and consistently apply principles of that style to the unique work situation; however, effective leadership requires managers to be flexible, and leaders must consider the needs of their employees and their employer as they do so. CONCLUSION A manager s leadership style directs and facilitates the work of their employees, and each style creates conditions within the work environment that can affect employee motivation. The most effective managers do not rigidly adopt a single style of leadership, but rather modify their leadership approach, as needed, to best suit the employee and situation at hand. RESOURCES This lesson is loosely adapted from: Ninemeier, J. Supervision Principles: Leadership Strategies for Healthcare Facilities. Second Edition. Chapter 3. International Association of Healthcare Central Service Materiel Management What is an Autocratic Leader? Available at: What is Bureaucratic Leadership? How Rules Can Guide People. Available at: stu.edu/bureaucratic-leadership/. What is Democratic Leadership? Available at: what-is-democratic-leadership What is Laissez-Faire Leadership? The Pros and cons of Delegative Leadership Style. Available at: 52 Communiqué NOVEMBER / DECEMBER

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