Professional Documents
Culture Documents
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)
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
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,
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
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”
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
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
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
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.
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
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
“a group is required for leadership to occur” (p. 6). A final and fourth component of
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
2. Contrast leaders and managers from Kotter’s perspective, then from Zaleznik’s perspective. Can
someone be a leader and a manager?
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
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
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
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
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
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
Northouse, P. G. (2016). Leadership: theory and practice. Los Angeles: SAGE Publications.