Health and Social Care Settings

1. Research and explain different theories and models that relate to management and leadership. (Here; name the theorist, and explain their individual theories and include your sources of reference). Identify and explain models as well F504/2218: 1.1

Types of leadership and management theories are as follows:

Behavioral theory: Behavioral theory focuses on the process of how leaders behave and assume the traits being copied by other leaders. The name of the theorist is Edwin Thomas during the 1970s at the University of Michigan (Gopee, and Galloway, 2017). The primary advantage of this theory includes actions that are supposed to be implemented and become the leader that they want to be. Leaders can become flexible and adapt actions based on their circumstances.

Contingency theory: This theory was developed by Fred Fiedler in the mid-1960s. This model states the personality and characteristics of leaders. It is sometimes called situational theory as it focuses on the context of the leader (Urick, 2021). The effectiveness of a leader is determined by the situational context. It includes different theories are identified as Hershey and Blanchard’s Situational Theory, the Evans and House Path-Goal Theory, and Fiedler’s Contingency Theory. All this theories are essential in terms of managing leadership within any organization. The most advantageous part of this theory is focusing on the psychology of the employees or the company itself and the importance of the situation.

Great Man theory: This theory was developed in the 19th century by proponents such as historian Thomas Carlyle. This theory is sometimes regarded as trait theory. It suggests that good leaders are born with the qualities and leaders deserve to be in their position because of their situation handling qualities (Bowser, 2017). Examples of great leaders that have innate characteristics of being great include Abraham Lincon, Alexander the Great, Queen Elizabeth I.

Management theory: The management theory is called transactional leadership which focuses on supervision, organization, and group performance. Transactional leadership is a system of rewards and punishments based on the ideas of employees working only for rewards. Encouraging the employees and motivating them to successfully carry out work is part of this theory. It was developed by Frederick Winslow Taylor in 1909 (Sy, and van Knippenberg, 2021).

2. Use the above information and explain how these theories can be applied to different situations in a health/social care setting. Analyse how values and cultures of an organisation can influence the application of management and leadership models already identified in your answer to question 1 (F/504/2218: 1.2, 1.3)

Values and cultures can leave an impact on a health and social care setting. In the social care setting, the most applicable theories will be management and context theory. Healthcare revolves around generalized components of human and material resources. The key goal in community health management is improving the health of a community (Caputo et al. 2018). The practice is not possible for the people without having any theoretical knowledge. Management theory gives total understanding to view problems from different perspectives and appropriate decision making and practice. Helping healthcare organizations to focus, communicate and evolve. Leadership is allowed to be focusing on their main goals and allowing them to better communicate with people within the workplace. Allows to work more efficiently as the evolution of management is occurring. In health and social care, fundamental practices like planning, organizing, staffing, leading, and controlling are observed. These function areas are covered for a body of practices and theories on becoming a successful manager. People are also expected to work as a part of achieving rewards.

Contingency theory or situational theory is essential since the effectiveness of a leader is determined by the level of efficiency of the person. This theory is applicable since leading, motivating, decision making, and conflict resolution are prioritized. Managers are identified to be more effective while internal and external situations require an expert opinion. An example of a contingency viewpoint can be explained while a manager is facing a situation with a healthcare agent to be coming to work late on an everyday basis. Now, managers could have a written protocol for this situation and employees can be given notice. Under the theory's viewpoint, it is best to talk about the issue of why the employee is showing up late to work and then decide upon the most effective course of action.

3. Explain the link between leadership and management and ways they can a) support and b) conflict each other. Explain how you can address these conflicts. (F504/2218:2.1, 2.2, 2.3)

Leadership is identified as an aspect of the different people to generate some life goals and establish the competency factors within an entire team (Dollery, and Wallis, 2020). Management is more about administering the work and ensuring the day-to-day activities are performed well. Leaders and managers are both working in authority roles with the same goal of ensuring that all missions are accomplished.

(a) Support

Leadership is considered to be synonymous as it is essential to understand that it is an essential part of effective management. Leadership and management stress upon building an environment in which every employee develops competency skills and excels to its core. On the other hand, a manager should have traits of a leader that provides a competitive advantage. There are different people which are included inside the organization which needs healthcare issues to be managed rapidly.

(b) Conflicts

While managers are allowed to design the structure and allocate responsibilities to certain delegates. Leaders provide an appropriate direction for the management of organizational vision and employees inspire them to achieve it (Neves, and Schyns, 2018). A leadership gains authorized control from the followers while managers gain their strength from the position they are residing inside the organization. Management frustrations include disconnected leadership, feeling misunderstood or under-appreciated. System and process changes are raising conflicts between managers and leaders. Navigating short-term profits and long-term gains and juggling between conflicting agendas are part of this process.

The conflicts between leadership and management can be addressed in terms of developing adequate communication and recognizing the issues at both ends. The workplace is not a place to show emotions and professionalism in all sorts of communication becomes important. Defining acceptable behavior within management and leadership is also important. The main focus should be on how the inputs are received and what outputs are being delivered in any organizational setting.

(4) explain the skills / styles you require to be a) an effective manager and b) an effective leader. What can be their importance and their benefits? What can be their advantages and disadvantages? Explain why managers within Health and Social care need both skills. F/504/2218: 3.1a, b, 3.2, 3.3, 3.4 D/602/3170: 5.1, 5.2

(a) Skills required for becoming an effective manager:

Management and leadership styles are often performing interchangeably as both skills include planning, decision-making, problem-solving, delegation, communication, and time management. For an organization to become successful, it is necessary to indulge in good management skills (Epitropaki, Mueller, and Lord, 2018). Several issues arise as top leadership to intermediate supervisors contribute to technical skills, conceptual skills, human or interpersonal skills, and conceptual skills. Management skills are important as a vital part of an organization so that the above-mentioned qualities are fulfilled.

(b) Skills required for becoming an effective leader:

Strategic thinking, planning, and delivery, change management, communication, persuasion, and influencing are associated with people management. Broaders skill areas are associated with relationship building, dependability, the ability of teaching and mentoring are important. Integrity along with showing respect to employees are essential aspects of a leader which need to be maintained.

Importance of these skills within a healthcare setting is important since these qualities help in delivering good health services. Leadership communicates with others on evolving strategies and allows to realize a vision of healthcare components. Motivating people is important since resources cannot be negotiated and it should be done to support the goals. It is observed that effective leadership occurs through a componential breakdown of situation and understanding what exactly needs to be done in a pressure situation in healthcare setting (Harrison, 2020).

Advantages of leadership components allow to increase productivity and give motivation to the people to follow their work. Boosting employee morale is an advantageous aspect of employee morale. Disadvantages are identified as taking away the time required for performing a task. Fostering a clash of personalities is observed that is becoming a reason for internal conflict generation among subordinates.

Managers play an important role in the organization where team support is encouraged. The drivers of leadership should be indulged within healthcare setting to manage optimistic attitude within a team. These skills work hand in hand to ensure positive growth, proper organization, and efficacy of service delivery in healthcare.

(5) Explain the reasons that drive leadership and management and the impact of policy development on Leadership and management within your organisation and your role to support your team (F504/2218: 4.1, 4.2)

Reasons that drive leadership and management are associated with increasing productivity, employee engagement, and reducing staff turnover (Hernon, 2017). Nurturing future leaders is important since it improves managerial skills and abilities. Achievement of better project leadership is also important in leadership training management. Effective management of changes and improving corporate culture so that they deliver the world's best healthcare services. Leaders are having a vision on the achievement of effective strategies and communication of actions for realizing the vision.

The impact of policy development on Leadership and management is identified to be a theory-based model that influences federal agency performance and government effectiveness. In healthcare services, communication and evolving strategies for realizing the vision's impact upon the resource uses and supporting activities to achieve adequate goals. In case of public health the development of effective polices are important as it encourages the people to put maximum effort. The healthcare proficiency is associated with making appropriate communication to patients and take their permission as well before performing any action on them. Policy development encourages leaders to deal with issues that are having an ever-lasting impact on public health components (Kovach, 2018). Local, national, and global aspects of healthcare are associated with high-quality population health data and managing external policies and standards. While the gap between organizational activities is tried to be bridged there exist communities that are going to take immediate actions on leadership in healthcare.

My role to support the team will be as a manager. A manager must consist of leadership qualities and bring about a balance between the employees and higher-level people. A manager in a healthcare setting is responsible for the efficient management of the hospital. Affordable pricing without incurring any loss to the profitability of hospitals is taken care of by managers.

(6) Define the key features of effective team performance and compare the models used to link individual roles and development with team performance (D/602/3170: 1.1, 1.2)

The leadership characteristics includes development of overall team growth and performance through analyzing the roles of people and individual members in healthcare setting (Lavrentiev, Krylov, and Korotkov, 2018). The ability to create, management and leading high-performing teams qualify for effective team management. Effective teamwork is built on certain characteristics such as clear direction, hornet communication, managing common goals, communicating freely, and encouraging differences in opinion. Consistency in feedback along with positive rewarding helps in the effective management of teams. Time management and effectively performing the team roles assigned to each team member while keeping up the bond between them. Practical problem solving is highly appreciated in team efficiency management.

There are four models which are used as a part of team performance and these can be discussed as follows:

Tuckman’s stage model: This model noted that the leaderless groups are forming, storming, performing, and norming. Leaders are helping in group transitions and help to define better roles for managing predefined roles. A group transition is highly encouraged in this model (Marishane, and Mampane, 2019).

Hackman's inputs-process-output model: As per the theorist's inputs are identified to be raw materials that process and produce team members to manage work and keep a control on end products.

Curphy and Hogan’s Rocket model: This model prioritizes the previous frameworks which are based on hundreds of teams and improve group performances. Eight components are derived within this model which includes context, buy-in, mission, morale, norms, power, results, and talent. It can be applied to virtual teams and groups (McCarthy, and Rhodes, 2018). It is superior to other models since the focus is concentrated on talent and the management of conflicts.

Lencioni's five dysfunctions of a team: A team stage model is developed that includes the absence of trust, inattention to results, fear of conflict, avoidance of accountability, and lack of commitment. This model focuses on team dynamics and it seems to make intuitive senses.

(7) Research and explain the stages of team development to include the advantages and disadvantages of each stage. Identify barriers to success and how these can be overcome and analyse the effect group norms may have on your team’s development (D/602/3170: 2.1, 2.2, 2.3)

Five basic stages are associated with team development and these are forming, norming, storming, performing, and adjourning. Each stage is important since all of them have their own set of importance.

The theorists Tuckman had derived performance development and the advantages and disadvantages of each steps are team development where Forming is the first step and it involves a period of orientation and getting acquainted. Members having authorized control may be urged to take control in this stage. These are identified advantage of this process. As a part of disadvantage team members do not have any idea of what is going to happen within teams in the forming stage. Storming is identified as the difficult and critical stage and unproductive activities are identified to compete on team goals and subgroups and cliques that form strong personalities in areas of agreement (Neves, and Schyns, 2018). Disadvantage includes teams can bog down in this stage and failure to address conflicts results in long-term problems. It is observed that in the further stage of norming there exists conflict resolution and unity of emerging an appropriate degree. Overall performance on the team increases. Members are learning to cooperate on managing harmony are part of this process advantage. Some disadvantage includes disagreement emerges that indulges the team to slide back into storming.

The next stage comes as performing. It is consistent and problem solving team goals are established. This is identified to be the best ever performance building aspects. Some disadvantages include some of the members are not capable of understanding the teams mission. Adjourning is the last step which includes reassignment of individual members to ensure that no resource is wasted is taken care of. The most advantageous aspect is identified to be wrapping up final tasks and documenting is done in this stage, along with the accomplishment of team goals. Some of the disadvantage include standing committee of team members with ongoing responsibility. Repetition of the repeating the development process and team can go back to the initial stages.

Barriers to team development are identified as individuals shirking their duties and group thinking. Conflicts that might become the primary cause of hampering progress. Lack of trust and lack of task skills generate conflicts. Unclear and unproductive communication becomes one of the main reasons for untrusting others (Offermann, and Coats, 2018). Distracting the team while it makes a consensus decision while it is required is part of the team barriers and information hoarding.

Barriers to team development are managed through the stages of understanding the roles of each other's teams and the values that they are providing to teamwork. The establishment of open and interpersonal communication with those leading all functions is important. Developing trustful relationships and taking respectful action with peers is also important. Sharing information for developing a common understanding of the problems they are facing is also an important step involved in managing team development barriers.

Setting up norms helps team members gain an opportunity to express what is important to them. Learning what is important to their teammates is also important since norms are addressing teams operating rhythm, communication, and decision making. Accountability upon a big-size team's cohesiveness and performances. What team members are expecting from each other is also determined by norms.

(8) Differentiate between beneficial conflict and destructive conflict in teams and Evaluate methods of dealing with conflict within a team and ways of promoting a shared vision within your team. D/602/3170:2.4, 2.5, 3.1)

In constructive conflicts, a disagreement between two parties emerges, and the conflicts are resolved positively. The focus is on benefiting both parties in a constructive conflict. In destructive conflict, certain disagreements lead to negative outcomes (Saxena, 2019). This creates feelings of frustration and antagonism within a health care setting. An example of destructive conflicts is identified in terms of identifying criticism and questions as personal attacks. "While rejection is implemented upon others as a viewpoint to fully understand the positions it implements by mocking or ridiculing other’s positions”. Examples of beneficial conflicts in the workplace can include miscommunication and giving a highlight on ineffective workflow. The employees feel excluded and they are focused upon diversity. Positive conflict causes people to consider different ideas and alternatives while a negative conflict ensures that disagreement gravitates within involved parties.

Handling conflicts in the healthcare setting will include talking with other people and listening to them carefully. Focusing on certain behavioral aspects and events can be effective upon personalities. Developing a plan of work on each conflict area builds upon success. Identification points of agreement and disagreement help in CARE which is communication that opens up on communication as a key component (Swain, 2019). Active listening encourages what other persons have to talk about an issue without potentially interrupting and ends with a win-win solution.

Ways of promoting shared vision within a team include the persons who are supposed to be involved. A particular schedule designing on collaborative working time while assigning neutral facilities is important to promote a shared vision. Talking in private with a person that does not agree with the team's statement creates a shared team purpose.

(9) Compare methods of developing and establishing trust and accountability within your team and review approaches to encourage sharing of skills and knowledge between team members (D/602/3170: 2.6, 3.2)

Methods of developing trust and accountability within a team takes ownership for making sure the work is done in the right way. Improving accountability is processed by giving every minute and technical detail of the work for delegating someone else to take charge. Setting out clear expectations and making sure that communication accountability is taken into concern. While team development is identified to be formal, there is the incorporation of formalized ownership which takes additional responsibility to manage future positions. Giving trust to other people and keeping up the lines of communication open builds trust remotely within the team. Setting clear goals and objectives is important while embracing transparency to fuel up the trust and accountability of a team. To improve collaboration and knowledge sharing the success factors are managed (Sy, and van Knippenberg, 2021).

Knowledge sharing at work is possible as it is made up a priority to engage knowledge sharing. Providing incentives and creating space for the sharing to happen and examines the training and onboarding methods for investing in a long-term strategy. Building a knowledge library provides an option to review storytelling and peer-assisted sessions.

(10) define the meaning of a ‘no blame’ culture and evaluate the benefits of a ‘no blame culture’. Describe how systems and processes can be used to support a ‘no blame culture’ and strategies used for managing risks associated with a ‘no blame’ culture. Within your organisation. (D/602/3170: 4.1, 4.2, 4.3, 4.4)

No blame culture encourages the organizational development and openness of person working in healthcare sector. The building of trust factors within an organization gives adequate benefits to customers for receiving higher levels of quality services and encourages the forming of positive relationships.

The benefits of a "no-blame culture" embrace the possibility of errors and facilitates their reporting. There is a self encouraged belief that an employee should take ownership of any activity and should not try to pass the responsibility on other people's shoulders. No blame culture is underpinned by errors inherent to the existence of the organization. No-Blame culture is identified to be a win-win situation for fostering employee loyalty and ineffective problem solving along with high performance. Focusing on positive energy and accomplishments of goals in a short period is encouraged.

Continue your exploration of Foundations of Strategy and Leadership with our related content.

References

Book

Urick, M.J., 2021. Leadership in Middle-Earth: Theories and Applications for Organizations. Emerald Group Publishing.

Journals

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• Sy, T. and van Knippenberg, D., 2021. The emotional leader: Implicit theories of leadership emotions and leadership perceptions. Journal of Organizational Behavior, 42(7), pp.885-912.