Leadership and Management (2)

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Feb 20, 2024

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1 LEADERSHIP AND MANAGEMENT MEGHA PRAKASH MORE Sault College, Brampton Campus BSC02.HCA114.20240207 Leadership in Healthcare Management Professor Amal Rezk February 14, 2024

2 1. Define MANAGEMENT and LEADERSHIP. MANAGEMENT: (3) LEADERSHIP: (3)  Management and leadership, both have been defined from various researchers from different perspectives. Management:  In 2014, Katz defined management as an observing or gaining control over an organization or a group of individuals executive, administrative or supervisory roles.  An activity which includes overseeing the financial, co-ordination, organization and execution is defined as management by (Kotter, 1990).  When a target goal is accomplished by effectively using the available resources the process which it undergoes is called as management (Northouse, 2007).  Considering these definitions in mind, one can understand that Management is overlooking upon certain tasks which needs to be accomplished to achieve a successful task.  They target to the tasks, control the efficacy and try to maintain a uniformity in the organization.  According to Algahtani (2014), they do not undertake any risk-taking goals but assists multiple groups in completing the task. Leadership:  Leadership is a complex and diverse term. It has been defined as: an approach, a manner of conduct, an expertise, a method, an accountability, an encounter, an oversight role, an authoritative position, a powerful bond, an attribute, and a competency (Northouse, 2016).  It is frequently used to characterize an individual's personality or skill set. Effective leadership, according to Robert Greenleaf, is when people serve others while following them (Bennis and Nanus, 1985).  There are multiple definitions of leadership. Each person possesses it with a different perspective. A true leader is the one who possesses the quality of leadership skills, who has a vision, has an efficient communication technique, the skill of making the person able to do the job.  It additionally possesses the quality of having a trustful nature on whom the employee can take a leap of faith, dedication and ability to take risks.  Leadership is not specifically a position or tittle in an organization or a top position in a company. This role can be fulfilled at any position in the hierarchy of an organization (Algahtani,2014). 2. Are leadership and management different or the same? Please provide rationale for why you feel that leadership and management are either different or the same. (4)

3  Leadership and management are not the same. These terms may be used interchangeably occasionally, but very few understand the true meaning of them.  It is seen that leadership skills can help an organization to grow and escalate to the top. However, if management is not credible enough it can also lead to downfall of the organization.  There is various literature available which differentiate leadership and management. According to Kotter (1999), management tries to gain control of the system whereas leadership is mouldable in any form.  Leadership skills can be enhanced and developed to make it more useful by working more on it. Management skills are stagnant skills and anyone who wants to be a manager can fit into the role. However, not everyone possesses a good leadership skill.  In 2004, Zaleznik emphasized that, Leaders have a creative side, they focus upon understanding the cause and then find an effective solution for the problem.  However, managers are more of solution seeker rather than understanding the cause of the problem because they are working more on a time-based manner unlike leaders (Zaleznik,2004).  Hence, I think that leadership and Management are different, they overlap each other but are still distinguished from each other. 3. Please give an example scenario of when you “managed” and an example of when you were a “leader”. Explain the skills that you needed to use in each role. NOTE: This is a question you could be asked interviews, so model your answer after the structure LinkedIn recommends you follow in your interview questions: MANAGEMENT SCENARIO: (5) Situation: In my last job posting, I was appointed as a consultant Physiotherapist in a polyclinic. Since our clinic was an official health partner for a cricket tournament our workload was increased as there were matches held in the upcoming weeks and we had to ensure that there is recovery so that they can cope up with their performance for upcoming matches. My task was to supervise and handle the junior physiotherapist under my supervision and functioning of the department effectively with providing the best treatment. Action: To address the problem, I first held a team meeting. Made my team members realise the importance of this duration as it could yield us benefits in future. Understood each one’s capabilities and their weaknesses. I made sure that they didn't waste time in thinking about the cases which they felt they were incapable or had a doubt about to directly approach me and finding the appropriate solution for it with immediate discussion. Result:

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4 We were able to handle the workload and provided our best expertise in the situation. Additionally, we were able to take up good reviews from the players which helped us to be their official rehab partners in a female cricket match. Skills used:  Communication: I made sure all my colleagues were effectively communicating with each other and there were no gaps or hesitation.  Built trust: I used my communication skills to build their trust so they could discuss any problem and believed in the assigned tasks.  Confidence: I kept my confidence high which motivated my team members to accomplish their task and be dedicated as well.  Role assignment: As I assigned them the roles in which they were confident and best in techniques it made them energetic and confident to go ahead with their tasks. LEADERSHIP SCENARIO: (5) Situation: During my clinical internship we had a health check-up camp held on occasion of a festival. However, since past few months the patient flow was very less than usual. It was also seen that there were very less registrations for the camp which was indicating towards an unsuccessful event. Action: I was responsible for the musculoskeletal department of my college. We were given the leverage being interns to do the best possible way to bring up registrations for the camp and increase the patient participation. As there were four departments, we got divided into different branch. I included our juniors in the team and decided an action plan. I assigned roles to each year batch from 1 st year to final year junior physiotherapists. I distributed them into different areas to visit, distribute pamphlets and speak to nearby convenience stores to display our pamphlets. The students also visited in different areas at different times of the day to ensure that they reach everyone. Result: On the day of the health camp, many people turned up on the event. We got our patient enrolment back on track and our junior students were exposed to a variety of patient cases to study upon. Skills used:  Strategy: I thought upon the cause and tried to find a solution by finding an effective strategy to yield result.

5  Using the manpower: I utilised my all-available resources efficiently without causing any inconvenience to them.  Patient and calm: I held my self-calm to execute the plan and gain results.  Communication: Effectively communicated with all team members to gain their insight and suggestions for the same.  Creative thinking: I used colourful pamphlets, sign boards to make it eye catchy and attractive. Additionally, I tried to branch out as much as possible to avoid mainstream techniques which were used earlier.

6 REFERENCES Algahtani, Dr. A. (2014). Are leadership and management different? A Review. Journal of Management Policies and Practices, 2(3). https://doi.org/10.15640/jmpp.v2n3a4 Arnold, R. J. (1987). Leaders: The strategies for taking charge. by Warren Bennis and Burt Nanus. New York: Harper and row, 1985. NASSP Bulletin , 71 (500), 130–130. https://doi.org/10.1177/019263658707150021 Katz, R. L. (2014, August 1). Skills of an effective administrator . Harvard Business Review. https://hbr.org/1974/09/skills-of-an-effective-administrator Kotter, J. P. (n.d.). Kotter, J.P. (1990) a force for change how leadership differs from management. The Free Press, New York. - references - scientific research publishing. https://www.scirp.org/(S(i43dyn45teexjx455qlt3d2q))/reference/ ReferencesPapers.aspxReferenceID=1699130 Kotter, J. P. (1999). John P. Kotter on what leaders really do . Harvard Business School Press. Vol. 79 Issue 11, p.85-96 Zaleznik,A. (2004, January).Managers and leaders: Are they different?. Harvard Business Review. https://hbr.org/2004/01/managers-and-leaders-are-they-different Squires, V. (n.d.). Northouse, P. G. (2016). leadership: Theory and practice (7th ed.). Thousand Oaks, ca: Sage. pages: 494. Canadian Journal of Educational Administration and Policy. https://journalhosting.ucalgary.ca/index.php/cjeap/article/view/42995

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