Leadership

Leadership Analysis

Leadership: what is it? Leadership, as a process, shapes the goals of a group or organization, motivates behavior toward the achievement of those goals, and helps define group or organizational culture (Tomey, 2004). It is primarily a process of influencing other to perform to their greatest potential. According to DeSilets (2004), "leadership is provided on many levels, for both the department and the organization. It may mean managing activities and resources or negotiating activities." Leadership is a dynamic or changing process in the sense that, while influence is always present, the persons exercising that influence may change. Leadership is many different things to different people in different circumstances.

Some managers are able to influence others to work toward the achievement of organizational goals, the conferring of formal authority on a manager does not necessarily make that individual a leader. Yes, that individual has authority, but whether or not they are able to influence their subordinates may depend on more that just that authority. Not all leaders are managers, and similarly, not all managers are leaders. The functions of the manager may well be quite different from those of the leader. Management roles need not presuppose any ability to influence. A leader, on the other hand, must have the ability to influence other team members

Mr. Janek, the Chief Executive Officer, of Berrien County Hospital exemplifies the above definition of a manager and a leader. He is a leader in that he facilitates the professional growth of his colleagues and subordinates through mentoring and coaching. When asked to describe his leadership style, he was reluctant to choose a specific style. His reasoning is that you can not lead and motivate everyone in the same manner, just as you can not give a patient in pain the same medication for effective management. Some patients require a medication as innocuous as Tylenol others required more potent medications such as Morphine. Either way the pain is managed in a way that is effective for the individual. Leadership is much the same.

Mr. Janek was asked to describe how his leadership has changed over the course of his career. Again, he reflected on the experiences he has had during his career in health care. His initial role was one of a biomedical engineer. His leadership at the staff level position was one that he described as a democratic style. He led by consulting the experts around him and making the decision required based on the influence of the experts. His thoughts were that people are more likely to follow and to have critical decisions made by the leader if they feel that somehow they, the followers, are taking part in the decision-making process (J. Janek, personal communication, January 16, 2006). He found that this style was often ineffective and time consuming because a consensus was not always reached by the others.

As Mr. Janek grew professionally and his role changed, he began experimenting with a variety of styles based on the person not the task or performance expected. He believes his mother, a registered nurse, developed this process in him throughout his life. He likens leadership to the patient care plan. He collects his data, determines a diagnosis, develops a plan, intervenes, and evaluates the outcomes. He has been challenged by others in leadership roles because he does modify his process by individuals.

Mr. Janek assesses the changes he needs to make in order to continue to be successful as a Chief Executive Officer. He agrees with Beagrie (2004), to "check your motivation levels and ask whether what you're doing now fits with your personality and what's important to you." He attributes his style to his success wherever he goes. His motto is: "Right is right and wrong is wrong. The key is knowing the difference and follow-through" (J. Janek, personal communication, January 16, 2006).

The most substantial challenge he has faced in leadership is the diversity in the modern workforce. The labor laws and other regulatory guidelines often hinder his ability to assist others in obtaining their greatest potential. To him this is similar to the effects of a stroke. The person may know what to do and even understand how to perform, but the brain seems to stop there. There is restraint there through muscle paralysis or other physiological barriers. Although the person wants to run they are unable because the effects of the stroke will not allow it. He may want to assist a staff member in a manner that is right for him or her, but is unable to because labor laws restrict the activity.

Tomey (2004) states, "Leaders need to do the right things, are challenged by change, focus on purposes, and have a future time frame." As a mentor, Mr. Janek sets an example that is unmatched. His