You are on page 1of 8

RUNNING HEAD: Paper 1 1

Lindsay Snowden
Arizona State University
OGL 300
August 23, 2017
Paper 1 2

Paper 1

Part 1: Read the journal article “Leadership in the NHS: Does the emperor have any clothes?” and
answer the following questions: (30 pts)

1. How does the author describe leadership from a followership perspective?

From a followership perspective, Kath Checkland describes leadership as

glorified management. Throughout her article she not only expresses her distaste for the

rhetorical shift from “management” to “leadership”, but also for how the transition to

“clinical leadership” will not be the magic cure for whatever crises the NHS might be

facing (Checkland, 2014). She states that “one could argue that redefining routine

elements of professional practice as ‘showing leadership’ represents a rhetorical device

designed to flatter rather than inform” (Checkland, 2014, para. 6) increasing her emphasis

that leadership is merely being used an inflated title rather than a helpful transition from

traditional management. She also suggests that since leadership requires followers,

transitioning all of “management” to “leadership” will induce a confusing dynamic with

an “NHS peopled by staff oscillating their identities between that of ‘leader’ and

‘follower’” (Checkland, 2014, para. 6). As a follower, Kath Checkland does not support

this transition of “rhetorical devices”, as she calls it (Checkland, 2014).

2. Compare and contrast the terms "administration" and "management" used in this article to the
terms "leadership" and "management" used in Chapter 1 of the text.

In the article, the author suggests that the term “management” became a more

refined and powerful way to refer to “administration”. Likewise, she suggests that the

term “leadership” is the new term being used in place of “management”. She states that

during the first shift of terminology in the last nineties that “the former [administration]

identified as ‘old and bad’ whilst the latter [management] became ‘new and good’”
Paper 1 3

(Checkland, 2014, para. 2). She argues that the term “leadership” is not being applied to

actual “good” leaders, but instead just being applied to former “good managers”

(Checkland, 2014, para. 2).

Contrary to what Checkland writes in her article, Northouse describes leadership

and management as two entirely different roles with two separate lists of attributes.

Rather than leadership being used replacement terminology, it is a role that can work in

conjunction with management. In fact, as described by J. P. Kotter: “To be effective,

organizations need to nourish both competent management and skilled leadership”

(Northouse, 2016, p. 13).

3. What argument does the author use to support her claim that leadership may not be something
that can be learned? How does this contrast with the process definition of leadership in the
text?

As evidence in the authors belief that leadership is not something that can be

learned, she states while she acknowledges “the existence of truly inspirational and

exceptional leaders…the magic ingredient these individuals share has not yet been clearly

defined, and indeed may never be so” (Checkland, 2014, para. 10). Additionally, the

author hits on points throughout the paper about the lack of existence of a concrete

definition of leadership, and that “researchers first define desirable behaviors that they

decide constitute ‘leadership’ and then test for effect, claiming any positive impact found

as a benefit of good leadership”(Checkland, 2014, para. 3). The author is thoroughly

unconvinced.

Though the author remains rigid of her beliefs that leadership is not something

that can be taught, the theory of process leadership, leadership as an interaction between
Paper 1 4

followers and leaders, contrasts her belief and instead suggests that leadership can be

learned through observation in leader behaviors (Northouse, 2016, p. 8).

Part 2: Answer the following discussion questions: (30 pts)

1. Give the definition of leadership used in this text, and then explain the following components of
leadership: process, influence, group context, and goal attainment.

According to Northouse (2016), leadership “is a process whereby an individual

influences a group of individuals to achieve a common goal” (p. 6). While this is just one

simplified definition of leadership, there are several components which function within

this definition. One of these components defines leadership as a process. As a process,

leadership is a reciprocal event in which the “leader affects and is affected by followers”

(Northouse, 2016, p.6). Rather than taking place as a “linear event” in which one unit

gives and one receives, leadership is a “transactional event that occurs between the leader

and the followers (Northouse, 2016, p. 6). Another component functioning within this

definition is influence. Influence is the ability to affect followers and is a key component

of leadership. Without it, leadership does not exist (Northouse, 2016, p. 6). A third

component of leadership is group context: “leadership occurs in groups” (Northouse,

2016, p. 6). A group, within the setting of leadership/followership, is a set of people

striving towards common goals. As mentioned in the definition, leadership is one

individual influencing a group of people. Consequently, as Northouse (2016) points out,

“a group is required for leadership to occur” (p. 6). A final and fourth component of

leadership is goals. Common goals within the leader/follower relationship could be

described as the glue in such a group. These common goals, or “mutual purpose”

(Northouse, 2016, p. 6), provide a cause for leaders and followers to work together, and

provides an “ethical overtone because it stresses the need for leaders to work with the
Paper 1 5

followers to achieve selected goals” (Northouse, 2016, p. Without a common goal and

the dependency to work together to achieve it, there is room for unethical behavior from

the leader towards the group.

2. Contrast leaders and managers from Kotter’s perspective, then from Zaleznik’s perspective. Can
someone be a leader and a manager?

J. P. Kotter establishes the difference between leadership and management by

stating that leadership brings about change and movement, while management is more

focused on order and stability (Northouse, 2016, p. 13). According to Kotter, though both

are needed in order for an organization to be effective, there are stark differences

(Northouse, 2016, p. 13). For example, management focuses primarily on planning,

organizing, staffing and problem solving, while leadership focuses on establishing

direction, aligning people and motivating and inspiring (Northouse, 2016, p. 14). While

Kotter approaches management and leadership as two separate, but equally necessary

components of effective organizations, Zaleznik, on the other hand, argues that “leaders

and managers …are distinct” and basically different people (Northouse, 2016, p. 15). The

most prominent difference Zaleznik points out between leaders and managers is their

emotional commitment. Managers, according to Zaleznik, work with people as problem

solvers and therefore are less emotionally involved (Northouse, 2016, p. 15). Leaders, on

the other hand, “change the way people think about what is possible” and therefore “are

emotionally active and involved” (Northouse, 2016, p. 15). Zaleznik does not seem to

agree that a person can be both a manager and a leader. However, as Northouse (2016)

points out: “when Managers are involved in influencing a group to meet its goals, they

are involved in leadership” (p. 15). Because of this, and Kotter’s point that management

without leadership in an organization can become too bureaucratic, and leadership


Paper 1 6

without management can become meaningless or misguided (Northouse, 2016, p. 13), it

is possible for a manager to be a leader, and a leader a manager.

3. Burns’s view is that power resides in the relationship between leaders and followers and is used
by both parties to promote their collective goals. Do followers have other power bases besides
referent and expert power?

While the types of power are divided into two categories, position and personal, it

does not necessarily mean that only personal types of power can be assigned to followers.

In addition to referent and expert power, followers may also find their ability to use

information, reward and coercive power as well. Within a group of followers, one may

possess more information than the others, thus allowing them information power over

other followers. Additionally, followers have the ability to encourage or reward each

other within the group, thus allowing them reward power as well. Followers can also

access coercive power within the group, possibly even towards the leader. They might

also use coercion to recruit new followers or to keep other followers in line under the

leadership. Ultimately, the only type of power completely unavailable to followers is

Legitimate Power, which is “associated with having status or formal job authority”

(Northouse, 2016, p. 10). Having power as a follower to influence and encourage other

followers can be as important as having power as a leader.

Part 3: Report on your module 1 activity by discussing your daily tasks and indicating if they are
management or leadership tasks. (20 pts)

Some of my daily management tasks include being a good role model, counting

inventory, reporting labor and sales numbers, calculating goals, explaining goals, handling

disputes, delegating roles and tasks, providing focus and instruction, monitoring progress,

coaching, monitor interactions with customers, cash handling, ordering inventory, and ensuring

procedures and guidelines are followed. Some of my daily tasks that are related to being a leader
Paper 1 7

include being a good role model, boosting morale, inspiring my team, building trust with my

team, and motivate my team to meet goals. I found some of the tasks to be overlapping for both

managers and leaders such as being a role model, creating a culture and creating appositive team

feeling. As I work a shift with my team, the line between management and leadership feels clear:

management duties are more task oriented, while my duties as a leader are more socially

oriented.
Paper 1 8

References:

Checkland, K. (2014). Leadership in the NHS: does the Emperor have any clothes? Journal of

Health Services Research & Policy, 19(4), 253-256. doi:10.1177/1355819614529101

Northouse, P. G. (2016). Leadership: theory and practice. Los Angeles: SAGE Publications.

You might also like