Read Both Scenarios About Rachel And Tomas, Then ... Question: To answer these t

ID: 126016 • Letter: R

Question

Read Both Scenarios About Rachel And Tomas, Then ... Question: To answer these three questions, you have to read both scenarios about Rachel and Tomas, then ans... To answer these three questions, you have to read both scenarios about Rachel and Tomas, then answer the three questions. Access the "Allied Health Community" media and select "Scenarios" to access the scenarios for this course. Review the instructions and legend information. Read the Hospital Scenario for this course and complete the following assignment: word paper that addresses the following:

1. Evaluate the management styles and identify the positive and negatives of each manager's characteristics.

2. Identify what transactional and transformational leadership theories are present.

3. Provide an example of how one leader mentioned in the case study could adapt the servant leadership model into practice, and how this change could have an impact on a quality improvement department within health care.

Scenario In order to improve efficiency in the quality improvement department, a large hospital decided to elim- inate a generalist model of staffing, and instead created two specific work groups. The plan was that each work group would focus on specific projects within the department. The reorganization date would occur in a few months, at the beginning of the new fiscal year. This plan was announced to all of the staff, and then the teams were announced. The employees had been split evenly between the two managers currently overseeing people in the generalist model of staffing. It was also explained that project-specific performances would be measured through the following metrics: efficiency outcomes, survey results, and resource expenditures. The managers, Rachel and Tomas, each met with their new teams to outline their vision: Rachel Rachel, ambitions to be leading the top performing team, explained that she would be organizing the team based upon demonstration of leadership and desire to succeed. The individuals who displayed this behavior would be rewarded with one of the four lead positions. Questions quickly arose from the group as to how “leadership and desire to succeed” would be identified, and how individuals overall would be chosen. Rachel responded by saying she would personally choose the individuals; they would be de- termined as she closely watched individual performance and determined whether or not people were “doing their best work.” After work, members of the new team informally gathered to discuss the changes. Several of the em- ployees who had worked with Rachel before described situations they witnessed on her past teams. They concluded that she typically had “favorites” and these were the people who advanced. From their experience, they believed becoming a “favorite” meant taking on extra tasks and extra hours. A mem- ber newer to the company was surprised by the information. Rachel had just approached him in private and told him that she had heard good things about his performance; she intimated that he would be a perfect fit for the lead position—but that those in the lead positions needed to take on a tremendous amount of work because the lead positions were especially vital to the success of the company. Tomas Tomas introduced the initial meeting to his new team as a “strategy meeting” and scheduled a full day for the team to meet. At the beginning of the meeting, Tomas described the new team’s organization as a group of “interdependent people working toward a common goal,” and reported that there would be no lead positions. Tomas led the group through an activity to identify their strengths, weaknesses, and special skills. Tomas then led the group through an extensive team-building activity that was designed to demonstrate the importance of interdependency. At the end of the meeting, Tomas concluded with a conversation on accountability plans and shared vision. As people left to go home, they discussed the meeting. There were mixed feelings about the meeting and the team’s direction. Some were enthused by the vision; but frustrated because little was revealed about the day-to-day expectations or actual job duties. Others felt that the activities they had to do were “fluff” and that a full day had been a waste. A couple of these individuals were especially disappointed that there were no lead positions to work toward.

Explanation / Answer

Scenario: A hospital decided to eliminate generalist model of staffing to improve quality of care – Two specific work groups were created – Each group focused on specific project – Employees were evenly distributed to two managers (Rachel and Tomas) – project performance would be measured through efficiency outcomes, survey results, and resource expenditures.

Rachel’s leadership role: Ambitious to lead the top of the team – explained that those who demonstrate their leadership and desire to succeed would be chosen to lead the position – individual’s performance would be measured by close observation of individual’s work - most employees felt that Rachel preferred favouritism towards hard work - One employee was selected for lead position – Rachel informed him that lead position takes much effort for organizational success.

Tomas’ leadership role: her initial meeting “Strategy meeting” consumed the whole day – explained/reassured the importance of teamwork, interdependency in teamwork, identified their strengths, weakness and special skills – accountability plans and shared vision were discussed – some employees were enthused whereas some were not – their daily job was not clearly revealed – no lead position was set.

1. Evaluate the management styles and identify the positive and negatives of each manager's characteristics.

Leadership style

Explanation

Positive characteristics

Negative characteristics

Rachel

Transactional

Focused on organization’s output alone

Ambitious about her work

The lead position was selected based on individual’s best work output.

Unclear about how lead position was selected - on what criteria

Lack of team building/team effort

Lack of motivation among employees

Favourism towards an employee

Tomas

Transformational

Focused on individual’s performance and team effort

Team building,

Motivation,

Individual strength and weakness

The importance interdependence of team members.

How Individual’s performance relate to organization’s output was not clearly demonstrated

The ambiguity of role performance: The day-to-day activities of each employee was not clearly defined.

No lead roles were set.

2. Identify what transactional and transformational leadership theories are present.

Transactional leadership:

Rachel showed transactional leadership role through:

Transformational leadership:

Tomas set transformational leadership through:

In “servant leadership” model, as the name suggests, a leader has the common conscious through of serving rather than leading. He is totally different from the one who views leader are the first and most powerful. In the leader-first model, a leader usually assumes that he has more power compared to employees and misuses his authority, or extremely uses his power of drive [in this model, Rachel uses her authority to select the lead position]. There are two extremes of leadership roles servant-first to leader-first.

One example:

In this case, Rachel should develop skills and learn to adapt to the servant role model. This can be done by:

The outcome of leadership style change:

The result of Rachel’s leadership modification lead to:

The net outcome is organization’s success [goal achievement] as well as employees success [acquiring more skills, job satisfaction, etc.]