Week 3 notes
Week 3 notes HLTH 637
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This 1 page Class Notes was uploaded by Adedoyin Junaid on Wednesday February 24, 2016. The Class Notes belongs to HLTH 637 at Towson University taught by Dr Wayne Nelson in Spring 2016. Since its upload, it has received 27 views. For similar materials see Leadership Skills in the Health Care Setting in Nursing and Health Sciences at Towson University.
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Date Created: 02/24/16
Adedoyin Junaid HLTH 637-Leadership Skills in the Health Care Setting Week 3- 02.17.16 Power is ultimately a function of leader-follower interaction Situational dynamics is very important when considering the best form of power to use Everything we do is to gain influence in the world around us Adam’s Equity Theory- Says that all leaders have favorites In management situations there tends to be in-groups and out groups In groups-similar education (more trained/educated), communication relationship, support boss/formal organization, trust, content/happy, dependable, power, responsible, enthusiastic, ego-identified Out groups-defiant, high turn over, voiceful, disengaged, dissatisfied, poor performance, lower moral, low job ego association, inappropriate job emphasis The exchange between in group/authority is mutual This model in its extreme says that mentoring is dangerous Mentorship is often initiated by the mentor- who picks someone that is like them/ has similar traits Therefore the mentees become super stars Classic mentoring clashes with the modern concept of team work. The mentees are already good and too much time is being devoted to them but the out-group is then continually being abandoned. If the manager does not try to bring in the out-group then the out- group will try to rebalance the relationship Some may sabotage others, some may increase their performance in order to be in the in-group Distributive justice- people perceive that they are being treated unfairly not based on objective criteria---they perceive how they are being treated to similar others in the same setting Delegation and empowerment Empower employees- give more responsibility Why are some managers afraid to delegate? Fear a loss of power, create conflict, perfectionist- don’t trust anyone else to do the job, not enough time to do the training, like a certain function and do not want to delegate it Parody principle-what do you delegate as a manager, authority or responsibility? Once you give responsibility you have to give authority
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