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Overview of Leadership Theories, Management Styles and their differences,…

- - - - Managing transactions/tasks
      - Holds individuals accountable
      - Focuses on completing tasks, and gaining results
      - Leads more towards management than leadership (Dean, 2021)
      - Team approach
      - Works well in simple settings, often difficult in healthcare
        
        Conflicting view
    - - Ethical leadership, (Richards 2020)
        
        Value based approach
        
        Leader required to be fair and honest
      - Quantum Leadership (Watson et al., 2018)
        
        Everything is connected, focus on connections
        
        Values based
      - Servant Leadership (van Dierendonck, 2014)
        
        Unlikely to be seen in healthcare, where leader is elected.
        
        Person characteristics include courage to speak, integrity, advocacy
      - Systems Leadership, (Richards 2020)
        
        Individuals responsible for distinct elements
        
        Overseen by manager
    - - Inspirational
      - Puts others needs first
      - Agent for change
        
        Promotes culture change
      - Creates vision
        
        Goals setting
        
        Notices potential, promotes person development
        
        Encouraging new ideas, need for intellectual stimulation, (Holly and Igwee, 2011)
      - Works in collaboration
      - Empower others
      - Often short term, without focus on longer strategic goals, (Richards, 2020)
      - Required to be visionary, self aware, honest, credible, committed, role model (Gopee, 2022)
        
        Conflicting views
      - Motivational, improved team engagement and involvement, results in more cohesive team, (Collins et al., 2020)
      - Can be emotionally burdensome for leader and team members and can lead to burnout, (Collins et al., 2020)
      - 4 I's - Individualised consideration, Intellectual stimulation, Inspirational motivation, Idealised influence (Maxwell, 2017)
    - - Similar Leadership styles
        
        Strive for harmony within the team
        
        Team put first, at detriment of patient care
        
        Supporting staff to make decisison
        
        Similarities to authentic leadership
        
        Encourages a shared vision and understanding
        
        Holistic approach to leadership, checking on staff/moral support
        
        Leads team to joint decisions
        
        Focus on the team and how it works
        
        Leader knows the team well, especially in terms of strengths and weaknesses
        
        People centred approach, rather than task based (Gopee, 2022)
    - - Similiar Leadership Styles
        
        Trust required for engagement and good team preformance
        
        Authentic leaders look for people who have the skills they need
        
        Natural mentors
        
        Humility
        
        All in this together
        
        Requires an experienced person to be authentic
        
        Leading by example
        
        Collaborative working, transparent, ethical
        
        Values based
        
        Develops over time
        
        Genuine connection between leaders and team
  - - - Not the same although there are similarities
        
        Recommended within the NHS (NHS Employers, 2023)
        
        Individual team members taking leadership roles in different aspects of practice, using their strengths to lead and develop, making decisions
        
        problem solving capability
        
        Used at all levels
        
        Able to adapt to change in a collaborative way
        
        Shared responsibility
    - - Encourages Creativity, individuality
      - Builds and relies on trust
      - Creates buy-in
      - Welcoming, easy-going and friendly environment
      - Allows autonomy, individuals make own decisions
        
        Risks include:
        
        Lack of direction and cohesion
        
        Difficulty in identifying poor performance
        
        Exploitation
        
        Potential for disorganisation, disarray and confusion
        
        Aims, objectives and expectations are unclear
        
        No ability to benchmark and measure performance
        
        Relies on being left to own devises
      - Provides support and guidance, informally when needed, relies on individuals seeking help
      - Can result in high team and individual moral
      - Extreme end of Democratic style
      - Requires conscientiousness
      - Non-directive
      - Non-hierarchical
    - - Autocratic leadership and management
        
        Provides direction
        
        Can support inexperienced staff
        
        Can work well under extreme pressure
        
        Used during COVID pandemic, cardiac arrest situation
        
        During emergency situation this approach can improve patient safety, governance and allow for consistent approach
        
        Disadvantages include: (Stanley, 2019)
        
        Limits new ways of thinking, does not draw on other team members skills
        
        No staff development or exposure to leadership/management
        
        Inflexible, rigid
        
        Reduces autonomous working, micro-management
        
        Task orientated, not always linked to ability to create a vision, often direction to complete tasks and short term goals (Dean, 2021)
        
        Results focused, checking job completed
        
        'Gets the job done', feedback (Richards, 2020), said patients/families liked this way of working as it provided them with assurance that care was been given and monitored by senior person
        
        Hierarchical
        
        Top down approach
        
        Fine line between support and micro-management
        
        Past NHS model
        
        Viewed outdated
        
        Demonstrates entitlement to manage
- - - - Budget management
      - Task Orientated
      - Resource Management
      - Workforce
        
        Recruitment
        
        Retention
        
        Termination
        
        Succession planning
      - Monitors outcomes
  - - - Example: Newly qualified nurse can lead and support a student nurse, despite being inexperienced herself is able to develop and lead less knowledgeable people.
- - - - Reduced or poor quality of care
      - Poor practice
      - Systemic Failure
      - Decrease patient experience
      - Poor patient outcomes
      - Increased complaints