Labman Notes

Leadership
 something that people do and is a key driving force for mankind

 modelling the behavior, attitudes, and values that inspire others to work together enthusiastically
 Do the right things
 Model and coach
 responsive to the needs of the moment
 FIVE CRUCIAL ELEMENTS OF LEADERSHIP
o 1. Leadership, like decision making, is a process.
o 2. The locus of leadership is a person, the “leader.”
o 3. The focus of leadership is other individuals or groups (followers).
o 4. Leadership entails influencing.
o 5. The objective of leadership is good accomplishment
Leader
 A piece of fishing leader line
 someone who occupies a defined position in a group, influences others in accordance with the
role expectations of the position, and coordinates and directs the group in maintaining itself and
reaching its goal
 a person who was in the right place at the right time.
Management
 getting things done through other people
 produces predictability and order
 provides the “what” that needs to be done
Managers
 people appointed to positions of authority who enable others to do their work effectively
 They direct
 prefer to work with others
 provide the resources and the direction to accomplish the task
 decide upon goals based on necessity and are therefore strongly tied to the organization as it
currently exists
 keep organizational goals in mind at all times
 emphasize rationality and control
 an activity that provides structure
Authoritarian leader
 would use more reward and coercive power than the participative leader
o Participative leader: use more legitimate or referent power
Authoritarian Manager
 highly task-oriented, with low concern for people
 There is little allowance for cooperation or collaboration
 Heavily task-oriented people are strong on scheduling and expect people to do what they are told
with little discussion or debate
 When something goes wrong, they tend to focus on blame rather than on the problem
Country Club Manager
 is low task-oriented, with high concern for people
 use reward power to maintain discipline and to encourage their team to achieve its goals
 incapable of using coercive powers
Impoverished Manager
 with low task and low concern for people
 Uses delegation as his or her primary management tool
 Not committed to the accomplishment of the task nor maintenance of the group
 The team does what it wants
 using this model may lead to more self-reliance on the part of the team
Team Manager
 highly task-oriented and maintains a high concern for people
 Leads by example and works at cretaing an environment where all team members may prosper
 The manager works with the team to reach its goals as effectively as possible while also working
to strengthen the bonds between the team members
 Most effective manager
 Leads to the most effective teams
Cultural Lag
 The failure of one element of a culture to keep pace with changes in other aspects of the culture
Decision Making
 the act of choosing one alternative from among a set of alternatives
 “window” into leadership style and leadership effectiveness
Groups
 tend to make more accurate decisions compared to individual decisions
 making dynamics sometimes are counterproductive
MANAGEMENT
 A good manager is a “high- performance” manager. The high- performance manager is:
Strategist
 One who looks to the future, makes educated guesses about the major forces and trends he or she
can see, and interprets them in terms of opportunities for growth and progress.
Problem Solver
 One who clearly perceives the differences between the anticipated future and the unfolding
present and who decides what must be done with those factors under his or her control to
influence the environment or to adapt to it most effectively
Teacher
 One who guides others and helps them to identify and solve problems, so that they can perform
their tasks effectively and can develop themselves as individuals as well as workers.
Planning
 Planning is the process of formulating objectives and determining the steps which will be
employed in obtaining them
Organizing
 Time is an irreplaceable commodity, and a manager’s time is a laboratory resource that must be
used thoughtfully
 A good manager must always be conscious of how time is expended, personally and in laboratory
processes. That is the concept of organizing
 the process of structuring activities, materials, and personnel for accomplishing predetermined
objectives
o Organizational chart: An organizational chart shows hierarchical relationships between
functional areas
 Visual depiction of the organization
 helps to clarify workflow, reporting lines, and areas of responsibility by explicitly
listing delineated work areas, be it by division, laboratory, or medical specialty
o Time Management:
 A time management system allows a manager to:

 Minimize time wasted on nonproductive issues
 Be prepared for meetings
 Be aware of existing commitments
 Understand the capacity to take on new assignments and when to say
“no”
 Plan each day’s work efficiently and effectively
 Make certain that no project (large or small) is neglected
o Policies
 express behavioral expectations within the workplace

 e the “laws” of the laboratory
o Procedures
 are plans that establish a required method of handling future activities

 They are guides to action, rather than to thinking, and they detail the exact
manner in which certain activities must be accomplished
 are formal steps to guide an employee through a specific job task
 a written, sequential course of action to be taken to achieve a desired outcome
o Workflow
 processes are logically sequential, and they are accomplished in such a way that
one process or step must be completed before the next can begin
 organizing tasks in a particular way to accomplish a specified result
Staffing
 to provide a group of workers for the purpose of securing united and cohesive performance
Directing

 the process of influencing people to attain predetermined objectives.

 Communication: Without it, there is no effective way of articulating expectations,
expressing concerns, providing feedback, and ensuring that policies are implemented
 Four basic communication tool: downward, upward, lateral, and diagonal
Delegation
 the process of selecting people from a very limited pool to perform a task
 a process, a series of linked decisions that identifies what needs to be done, understanding the
desired result, and then selecting qualified people to perform important tasks by making an
informed decision about who is best qualified to meet performance expectations
Coaching
 providing a person or group with the guidance, support, and confidence to enable them to
enhance their performance continuously
Controlling
 the process of determining that everything is going according to plan

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Leadership

 something that people do and is a key driving force for mankind

o 2. The locus of leadership is a person, the “leader.”

o 3. The focus of leadership is other individuals or groups (followers).

o 4. Leadership entails influencing.

o 5. The objective of leadership is good accomplishment

 A time management system allows a manager to:

 express behavioral expectations within the workplace

 are plans that establish a required method of handling future activities

 the process of influencing people to attain predetermined objectives.

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