Learning Outcomes 1- Understand theories of management and leadership and their application to health and social care settings.
Transactional Leadership material was published by Max Weber (1947) and Bernard Bass (1981). Weber’ material was not officially published until 27 years after his death. Transactional leadership comes from formal authority and responsibilities within the organization. The main goal of employees is to obey instructions given by the leader using transactional leadership, this is gained by motivating employees by rewarding them, motivating and directing followers is primarily done through their own self- interest. Contingent rewards are rewards linked to goals ...view middle of the document...
I feel this task and direction of working makes me use transactional leadership theory
Research from www.managementstudyguide.com/ transactional-leadership.htm
Transformational Leadership material was published by James Macgregor Burns (1978) and Bass (1980). Bass expanded on Burns original ideas to develop. Transformational leadership is a type of leadership style that leads to positive changes. Transformational leaders are built up by four components of Intellectual Stimulation where they not only challenge the status quo but encourage creativity among the employees, individualized consideration where support and encouragement is offered to employees by keeping communication open. Inspirational motivation is where leaders help employees experience the same passion and motivation to complete goals. Idealized influence is where leaders serve as a role model for employees because employees trust and respect the leader. Transformational leadership would work well in a restaurant style workplace where the manager is involved in the general work, the manager would gain respect and trust of staff on a one to one basis at work. It also works well with staff that wish to further themselves in the organization by working with mangers and having a role model to look up to. I use this leadership theory when I am out on round and visiting service users. I work alongside the staff when on round in double up calls, or observe the carers at work during spot checks and supervisions. During supervisions I observe staff and feedback to them on where they need to improve, what they are good at and how to deal with different situations they discuss they would like support on. This type of leadership comes into place when I’m hands on with the team I lead.
Research from Leadership and Management Development by Jan Carmichael, Chris Collins, Peter Emsell and John Haydon published by Oxford University Press (2011) pages 125-127.
Situational Theory is associated with Paul Mersey and Ken Blanchard in 1969. They both used a numeric and alphabetic code to link leadership styles and maturity together. Mersey and Blanchard had four main leadership styles Telling, Selling, Participating and Delegating and four levels of maturity being Basic Incompetence or unwillingness in doing the task, inability to do the task but willing, competent to do the task but doesn’t think they can and the group is ready, willing and able to do the task. These would be matched together using a graph. Situational theory is based on influenced behaviours of people and relationships between leader and followers. It shows the level of competence a follower may have and Hersey-Blanchard theorising they level of support needed. This type of theory would work well with a leader that joins a new organisation and has to adapt to a new team and workforce. Consequences of this theory would be that the leader may become overpowering and demotivates the team/s. I have used this theory in the past,...