LeadershipEssay Preview: LeadershipReport this essayLeadership AnalysisLeadership: what is it? Leadership, as a process, shapes the goals of a group or organization, motivates behavior toward the achievement of those goals, and helps define group or organizational culture (Tomey, 2004). It is primarily a process of influencing other to perform to their greatest potential. According to DeSilets (2004), “leadership is provided on many levels, for both the department and the organization. It may mean managing activities and resources or negotiating activities.” Leadership is a dynamic or changing process in the sense that, while influence is always present, the persons exercising that influence may change. Leadership is many different things to different people in different circumstances.
{2} Leadership: the Process of Engaging the Team„ Leadership has been interpreted as requiring the organization to “engage the people to help them achieve their goals.” We have heard this phrase over the decades, often used to describe individuals who have taken it. In practice there are many types of leaders who do that. While the role of “LeadershipAssessment” has been broadened since it was founded to provide the broadest possible perspective on leaders’ performance and leadership roles, few organizations have applied to its practice. Most organizations that employ Lead Leaders have adopted a somewhat more formal approach which uses a more common set of guidelines from various professional groups to guide in achieving their goals. This approach offers the opportunity to evaluate each member of a group’s team within a specific level of success to help them to achieve their objectives. Many organizations that employ this approach, such as the Leadership Foundation, have utilized the approach as a first-line tool and as a guide during a conflict. While this may be regarded as a less formalized approach than the traditional hierarchy-based “LeadershipAssessment” approach, this approach is more practical than it is simplistic or simply takes a more “hands on” approach. The difference is that such organizations have no need to use the Lean Startup concept to evaluate their leaders or to evaluate the outcome of a conflict. Instead, as an organization’s organizational culture, it must provide a way to evaluate and evaluate the leaders of the teams it is addressing within the team. Lean Startup proponents are not as eager to use the concept as traditional leadership analysts. In a recent meeting, a prominent lead in an organization used the Lean Startup idea to explain that he or she had become overwhelmed by the fact that the organization was facing a potential internal conflict. “This person is just not paying attention to these changes in their team.” “This person is just taking some time where they need to think of ways to deal with this stuff,” the other man said . . . “There’s not enough time for each of us, but it’s okay to take some time over there and sit down and figure it out.” The Lean Startup philosophy refers to teams dealing with changes in their role within the group. In this respect, they are not only responding to changes, they are also responding to new ways to approach change. In a culture that demands teams to become better by acting as the primary caregivers to their employees, this type of approach often leads to some very effective and positive outcomes for leaders. A number of organizations today have created Lean Startup models or “Leading Organizations,” where team members participate in a wide range of projects and initiatives, as well as participate in informal leadership teams (Norman-Witherspoon, 1978). These organizations offer the opportunity to evaluate the overall effectiveness of a group based on the group members’ contribution. Lean Startup models aim to provide a way to consider a group through the context of a larger dynamic process. Lean Startup models allow for discussion of specific groups and situations, such as how to address specific issues, and how to plan or coordinate efforts in order to achieve the same goals. Lean Startup models allow leaders to see the larger context within a given organization structure by creating an in-depth model
{2} Leadership: the Process of Engaging the Team„ Leadership has been interpreted as requiring the organization to “engage the people to help them achieve their goals.” We have heard this phrase over the decades, often used to describe individuals who have taken it. In practice there are many types of leaders who do that. While the role of “LeadershipAssessment” has been broadened since it was founded to provide the broadest possible perspective on leaders’ performance and leadership roles, few organizations have applied to its practice. Most organizations that employ Lead Leaders have adopted a somewhat more formal approach which uses a more common set of guidelines from various professional groups to guide in achieving their goals. This approach offers the opportunity to evaluate each member of a group’s team within a specific level of success to help them to achieve their objectives. Many organizations that employ this approach, such as the Leadership Foundation, have utilized the approach as a first-line tool and as a guide during a conflict. While this may be regarded as a less formalized approach than the traditional hierarchy-based “LeadershipAssessment” approach, this approach is more practical than it is simplistic or simply takes a more “hands on” approach. The difference is that such organizations have no need to use the Lean Startup concept to evaluate their leaders or to evaluate the outcome of a conflict. Instead, as an organization’s organizational culture, it must provide a way to evaluate and evaluate the leaders of the teams it is addressing within the team. Lean Startup proponents are not as eager to use the concept as traditional leadership analysts. In a recent meeting, a prominent lead in an organization used the Lean Startup idea to explain that he or she had become overwhelmed by the fact that the organization was facing a potential internal conflict. “This person is just not paying attention to these changes in their team.” “This person is just taking some time where they need to think of ways to deal with this stuff,” the other man said . . . “There’s not enough time for each of us, but it’s okay to take some time over there and sit down and figure it out.” The Lean Startup philosophy refers to teams dealing with changes in their role within the group. In this respect, they are not only responding to changes, they are also responding to new ways to approach change. In a culture that demands teams to become better by acting as the primary caregivers to their employees, this type of approach often leads to some very effective and positive outcomes for leaders. A number of organizations today have created Lean Startup models or “Leading Organizations,” where team members participate in a wide range of projects and initiatives, as well as participate in informal leadership teams (Norman-Witherspoon, 1978). These organizations offer the opportunity to evaluate the overall effectiveness of a group based on the group members’ contribution. Lean Startup models aim to provide a way to consider a group through the context of a larger dynamic process. Lean Startup models allow for discussion of specific groups and situations, such as how to address specific issues, and how to plan or coordinate efforts in order to achieve the same goals. Lean Startup models allow leaders to see the larger context within a given organization structure by creating an in-depth model
{2} Leadership: the Process of Engaging the Team„ Leadership has been interpreted as requiring the organization to “engage the people to help them achieve their goals.” We have heard this phrase over the decades, often used to describe individuals who have taken it. In practice there are many types of leaders who do that. While the role of “LeadershipAssessment” has been broadened since it was founded to provide the broadest possible perspective on leaders’ performance and leadership roles, few organizations have applied to its practice. Most organizations that employ Lead Leaders have adopted a somewhat more formal approach which uses a more common set of guidelines from various professional groups to guide in achieving their goals. This approach offers the opportunity to evaluate each member of a group’s team within a specific level of success to help them to achieve their objectives. Many organizations that employ this approach, such as the Leadership Foundation, have utilized the approach as a first-line tool and as a guide during a conflict. While this may be regarded as a less formalized approach than the traditional hierarchy-based “LeadershipAssessment” approach, this approach is more practical than it is simplistic or simply takes a more “hands on” approach. The difference is that such organizations have no need to use the Lean Startup concept to evaluate their leaders or to evaluate the outcome of a conflict. Instead, as an organization’s organizational culture, it must provide a way to evaluate and evaluate the leaders of the teams it is addressing within the team. Lean Startup proponents are not as eager to use the concept as traditional leadership analysts. In a recent meeting, a prominent lead in an organization used the Lean Startup idea to explain that he or she had become overwhelmed by the fact that the organization was facing a potential internal conflict. “This person is just not paying attention to these changes in their team.” “This person is just taking some time where they need to think of ways to deal with this stuff,” the other man said . . . “There’s not enough time for each of us, but it’s okay to take some time over there and sit down and figure it out.” The Lean Startup philosophy refers to teams dealing with changes in their role within the group. In this respect, they are not only responding to changes, they are also responding to new ways to approach change. In a culture that demands teams to become better by acting as the primary caregivers to their employees, this type of approach often leads to some very effective and positive outcomes for leaders. A number of organizations today have created Lean Startup models or “Leading Organizations,” where team members participate in a wide range of projects and initiatives, as well as participate in informal leadership teams (Norman-Witherspoon, 1978). These organizations offer the opportunity to evaluate the overall effectiveness of a group based on the group members’ contribution. Lean Startup models aim to provide a way to consider a group through the context of a larger dynamic process. Lean Startup models allow for discussion of specific groups and situations, such as how to address specific issues, and how to plan or coordinate efforts in order to achieve the same goals. Lean Startup models allow leaders to see the larger context within a given organization structure by creating an in-depth model
Some managers are able to influence others to work toward the achievement of organizational goals, the conferring of formal authority on a manager does not necessarily make that individual a leader. Yes, that individual has authority, but whether or not they are able to influence their subordinates may depend on more that just that authority. Not all leaders are managers, and similarly, not all managers are leaders. The functions of the manager may well be quite different from those of the leader. Management roles need not presuppose any ability to influence. A leader, on the other hand, must have the ability to influence other team members
Mr. Janek, the Chief Executive Officer, of Berrien County Hospital exemplifies the above definition of a manager and a leader. He is a leader in that he facilitates the professional growth of his colleagues and subordinates through mentoring and coaching. When asked to describe his leadership style, he was reluctant to choose a specific style. His reasoning is that you can not lead and motivate everyone in the same manner, just as you can not give a patient in pain the same medication for effective management. Some patients require a medication as innocuous as Tylenol others required more potent medications such as Morphine. Either way the pain is managed in a way that is effective for the individual. Leadership is much the same.
Mr. Janek was asked to describe how his leadership has changed over the course of his career. Again, he reflected on the experiences he has had during his career in health care. His initial role was one of a biomedical engineer. His leadership at the staff level position was one that he described as a democratic style. He led by consulting the experts around him and making the decision required based on the influence of the experts. His thoughts were that people are more likely to follow and to have critical decisions made by the leader if they feel that somehow they, the followers, are taking part in the decision-making process (J. Janek, personal communication, January 16, 2006). He found that this style was often ineffective and time consuming because a consensus was not always reached by the others.
As Mr. Janek grew professionally and his role changed, he began experimenting with a variety of styles based on the person not the task or performance expected. He believes his mother, a registered nurse, developed this process in him throughout his life. He likens leadership to the patient care plan. He collects his data, determines a diagnosis, develops a plan, intervenes, and evaluates the outcomes. He has been challenged by others in leadership roles because he does modify his process by individuals.
Mr. Janek assesses the changes he needs to make in order to continue to be successful as a Chief Executive Officer. He agrees with Beagrie (2004), to “check your motivation levels and ask whether what youre doing now fits with your personality and whats important to you.” He attributes his style to his success wherever he goes. His motto is: “Right is right and wrong is wrong. The key is knowing the difference and follow-through” (J. Janek, personal communication, January 16, 2006).
The most substantial challenge he has faced in leadership is the diversity in the modern workforce. The labor laws and other regulatory guidelines often hinder his ability to assist others in obtaining their greatest potential. To him this is similar to the effects of a stroke. The person may know what to do and even understand how to perform, but the brain seems to stop there. There is restraint there through muscle paralysis or other physiological barriers. Although the person wants to run they are unable because the effects of the stroke will not allow it. He may want to assist a staff member in a manner that is right for him or her, but is unable to because labor laws restrict the activity.
Tomey (2004) states, “Leaders need to do the right things, are challenged by change, focus on purposes, and have a future time frame.” As a mentor, Mr. Janek sets an example that is unmatched. His methodology tends to agree with Tomey (2004). In choosing a leadership style, Mr. Janek decided to lead according the needs of the individual instead of the facility. Supportive leadership is essential for growth and prosperity in any organization. (Bliss-Holtz, et. al, 2004). Theories of leadership provide guidance for the leader to use when managing a variety of situations (Tomey, 2004).
Mr. Janek employs several theories of leadership on a daily basis. He is an unwavering