Reference no: EM133355505

Assignment:

The author outlines six leadership philosophies that successful leaders use to achieve results:

1) Coercive

2) Authoritative

3) Affiliative

4) Democratic

5) Pacesetting

6) Coaching

Examine the cases below and consider the leadership style that "Goleman" would recommend as the best course of action. A process may involve using more than one style or multiple styles.

CASE 1: You oversee the delivery process at Goddy Hospital as the chief nurse. The State of New Jersey has mandated that all hospitals apply to be formally classified as Level I-IV based on the acuity of OB patients they can treat. Level I is essentially an OB outpatient clinic or birthing center (37-40 weeks and without medical complications); Level II only permits uncomplicated, low-risk deliveries and OB care from 34-40 weeks (no real complications); Level III is women at 28-40 weeks with some mild to moderate complications; and Level IV facilities can house and manage women at any stage of pregnancy (0-40 weeks) and with any medical condition or complication (heart disease, kidney failure)

The Chief executive anticipates that you will oversee at least a Level II designation, which will include a significant amount of time spent on background research, data gathering, updating policies and procedures, meeting with personnel and regulators, etc. You simply don't have the time to finish this mammoth work, but a trusted subordinate nurse might likely complete it with assistance from other department members. She'll have to work a ton of unpaid overtime and learn new computer and data collecting and analysis techniques. You are aware that she will require these abilities if you want her to succeed you as department head in a few years, as you have always wanted. At first, she truly doesn't want to perform the work, but she has to. Which leadership approach will be most effective here? What would you do next?

CASE 2: Imagine you are the chief executive officer of a 30-physician Surgery organization (Hope Health). Due to reduced reimbursement rates over the past three years, patient care revenues have been declining. In fact, a new computer billing system is required but will be highly expensive as group expenses keep rising. Two of the group members will shortly retire, adding to the workload, and searching for successors has been very time- and money-consuming with no success. You recently received a proposal from Prudent Surgery Group Inc. to sell your organization. With locations throughout 40 states and more than 3,000 doctors, Prudent Surgery Group Inc. is a sizable medical group. Prudent Surgery Group Inc. is prepared to make a fair purchase and permit regional management of the work environment and workload and provide a recruiting guarantee. The sale is only complicated by the fact that half of the doctors in your organization have vehemently stated their wish to maintain their autonomy as a medical group in the past. What management approach should be used in this situation?

CASE 3: The duty of choosing new computer software to maintain medical records has been given to medical records. You have three months as the Manager to make a suggestion to the Chief Operation Officer. Your department is essentially a room full of opinions about the best, most affordable, and most user-friendly pieces of software. The organizational chart for your department places the bulk of your workers at the same level. Which leadership approach will produce a workable solution, in Goleman's opinion?

CASE 4: The manager of a hospital billing department is required to reduce spending by 30% by the 20th of the following month in order to prevent the department from being totally outsourced, in which case all employees lose their jobs. The majority of workers enjoy their jobs there, but a workforce reduction must be a part of the answer. It won't be simple because there aren't many other employments easily available in the market. Which leadership approach works the best?