Using a work place example(s) identify 5 factors which influence your leadership style? Geographical dispersion of team Currently the dermatology department is split across two Belfast trust sites, the Belfast City Hospital (BCH) and the Royal Victoria Hospital (RVH). As management for dermatology is based on the BCH site, it can be difficult to have meetings/one to ones with the RVH staff. Most of the communication is done via email and occasionally telephone. Management try to get over to the RVH at least three times per week. It can also be difficult when implementing new methods of work in the workplace.
Instead of training one group of secretarial staff, they get trained separately which can be time consuming. This impacts all staff in dermatology based across both sites, although mostly the RVH staff. There are times they will only have a manager present for one-two hours, three times per week, and often this will be a group meeting, not one to ones. RVH staff don’t have the same opportunities as the BCH staff would have by having a manager on site such as an open door policy. The long term goal for dermatology is to move to Musgrave Park Hospital (MPH) where they can work as one team and be more effectively managed.
Resource constraints Recently digital dictation was introduced to the dermatology department across both sites. It was decided that the consultants would each get their own personal work blackberry and that the junior doctors/nurses would use a static device that is connected to the computer. There are eleven staff in total using these static devices. In the office there are only two computers to be shared between eleven members of staff. In outpatients there are only four computers for the same amount of staff. This means that every day the doctors have to spend their time waiting for a free computer.
As time is limited already, sometimes doctors/nurses have to stay behind the clinic to carry this out, or alternatively have to leave the work for another day. This mainly impacts the doctors as they have a working backlog if they cannot get a free computer. It impacts the secretary as she could be waiting for her work to be sent for several days and it can be difficult to keep track off when not in her office. It could also be said at times that the patient is impacted with this. If the doctor is planning to send on a referral to another department, this may not be done straight away.
For urgent dictations, when there is not a computer available the doctor will revert back to the old system by dictating using a tape and a Dictaphone. The department has requested funding for more computers and static devices to help manage this more effectively and for better time management. Knowledge of task Last year the dermatology ward clerk decided to retire. At the time is was decided that an agency worker who had been working as a ward clerk elsewhere would cover this post until it went to scrutiny.
Approximately three days before the ward clerk was due to retire, the agency staff member was offered a permanent position and so left the trust. The manager chose one of the secretaries to carry out this workload in addition to her current workload. The secretary had three days to learn an entirely new post and job methods. The ward clerk wrote out all her duties and how to do them, but due to time constraints the secretary was not up to speed with the work at all by the time it came for the ward clerk’s retirement. The secretary was told to do her best with what she was taught. The main party impacted in this was the ward.
The secretary did not know how to do a lot of the things and initially a lot of mistakes were made. Also in the rush to train the secretary the ward clerk forgot to show her how to do some duties, and therefore coding and discharging were missed. It impacted the secretary as she struggled to do both workloads and her secretarial workload was suffering. It was eventually decided that the work load would be split between two ward clerks from different wards and the secretary went back to her post. Time management / demands Initially in dermatology there was seven full time members of staff and one part time member.
There were three consultants and seven junior doctors. Now there is three full time members and three part time members of secretarial staff. There are four consultants, eleven junior doctors and two nurses who run their own clinics. The workloads have grown dramatically in the last few years while the secretarial staff has decreased thus dermatology did get a large back log in the work. After many meetings it was decided that instead of the secretary having her own individual workload, that the work would be pulled and it would be worked on by everyone in date order.
It was asked that if the doctors/nurses had urgent work that they brought this separately to the relevant secretary. This impacted the secretarial staff, the doctors/nurses and management. The secretarial staff were stressed, the doctors/nurses were not getting their work done in a timely manner and the managers were getting complaints from sides. GP’s were also affected as they were not getting correspondence on a regular basis. It was decided to authorise overtime in the department, to allow all staff to work after hours or on the weekends.
One of the part time secretaries had her hours increased to full time and another full time member admin staff was brought in to do the clinic prep/additional lists/telephone calls etc to help free the secretary to get on with her typing Level of responsibility As a manager, you have to know your staff working for you. Managers need to delegate new tasks regularly and giving these tasks to the right person is key. For instance in the dermatology department twice yearly there is a large audit. I know who in the secretarial team enjoys this type of work, who doesn’t and who can handle it in a timely fashion.
I have to empower and motivate the staff to carry this work out. If I gave this work to someone I knew doesn’t understand it, then the work would not get done correctly or in the time frame allocated. When new technology methods are being introduced I know which member of staff to call upon, to train this person and then ask them to teach the other staff. If I called upon someone who was not technologically minded then the training would not be passed on correctly to the other team members. I have to always be aware of asking one person to do someone repeatedly and not asking others.
I have to make sure that the work is delegated fairly and evenly and that the staff members are happy to do so. This impacts the whole team. By choosing the right person to do the job, the work gets done. If I chose the wrong person, the work would either not be done or would be incorrect. With reference to the situational leadership model, using work place examples explain how the 4 different leadership styles/behaviours have a positive effects on individual and group behaviour. There are many situation leadership methods. Situation leadership means the manger adapts to each situation to effectively manage the team.
In this instance we will be using situational leadership by Kenneth Blanchard and Paul Hersey. Their method divides the leadership into four different titles – directing, coaching, supporting and delegating. Directing – the director or teller is a task focused manager. The manager will look at the task at hand and will decide themselves how it should be carried out and will tell staff how to carry this out according to the manager’s specifications. The directing style of management is more suited to staff who are keen and eager but need guidance, help and supervision to carry out their work.
A work place example of this would be when a new member of staff starts in the office. The manager would need to train the staff member on what their work duties are and how to carry them out. As a new member of staff the worker is very eager to please and wants to learn but does need the constant supervision to ensure that the work is getting done correctly and efficiently. The positives of this leadership style is that the member of staff is trained correctly and they will know how to do their work. The manager can be positive that the tasks are being carried out to his or her specifications.
The negatives to this leadership style is that if used on a regular basis the manager will appear to be over authoritative. The manager bases all decisions on his/her opinions and not on the team as a whole. This can cause conflict and divide in the office between the staff and the manager. Coaching- the coacher or seller is again task orientated but also relationship orientated. The coacher will, like above, look at the task at hand and decide how it should be done, but the manager also involves the team in the process and decision making process. The manager gives praise and thanks for work carried out.
When the office had a backlog and due to staff shortages the manager decided to call a meeting and discuss the problem and potential methods to resolve it. The manager discussed her ideas to resolve the problem and asked the staff their opinions. It was decided at the meeting that the workload being missed due to staff shortages would be divided out evenly with the rest of the staff. Everyone agreed to this. The benefit to this style of managing is that the manager is getting the work done and the staff are feeling involved. They receive thanks and feel appreciated.