LEADING AND DIRECTING

THE CLINICAL
LABORATORY

LEADING
Is the process by

which the manager

communicates with
and influences others
in the pursuit of
common goals.

Influence
Is the process by which the manager communicates with

and influences others in the pursuit of common goals.

SOURCES:
Position based influence:
-Your influence as a manager can be derived from the
authority of your position
Non-position based influence:
-Is the informal relation you have established with others
and the qualities or traits you have which others admire.

Methods of Influence according to the source of influence

1. By authority:
Influence by authority is given to persons with the right
to influence others by virtue of their position, by law or
contract, expertise or relational factors.
2. By coercion:
By means to threaten the other persons options if orders
are not followed.
It is illegal and is usually resisted.

Methods of Influence according to the source of influence

3. By manipulation:
It is getting people to do what you want by making them
feel that is what they want.
4. By collaboration:
The person being influenced recognizes and accepts the
need for change, considers the alternatives, decides on
alternatives and act on it.

Organizational Factors
that Influence Leadership
Success
A. Corporate Culture and
Delegation of Authority

B. Management style

A. Corporate Culture and

Delegation of Authority
The way things are done in an organization; the
habits, traditions, customs, processes and
social mores of the institution
Establishes the climate and rules under which
management operates
Authority, rewards and punishment

B. Management style
The general behavior and philosophy of a

manager or an organization toward the employees,

particularly the degree of participation allowed in
the decision-making process.

Likerts 4 Discreet
Management Styles:

Exploitative and Authoritative

Benevolent and Authoritative
Consultative
Participative

Leadership Models
Personal traits of leaders

Leadership behavior
Situational Leadership Models

A. Personal traits of
leaders

A. Personal traits of leaders

Studies failed to establish common personal
traits of good leaders.
Researches made next focus on behavior of
leaders instead of personal traits

B. Leadership behavior

B. Leadership behavior
a) Employee-oriented versus Production-

oriented leadership styles

EMPLOYEE ORIENTED
) Supervisors with the best productivity levels had strong
ties to their employees.
PRODUCTION ORIENTED
) Supervisors who tended to emphasize high productivity
at the expense of all other factors.

B. Leadership behavior
b) Structure-consideration leadership styles

INITIATING STRUCTURE
Marked by emphasis on actively directing the staff
toward getting the work done.
CONSIDERATION BEHAVIOR
managers effort to explain their actions, treat workers as
equals, listen to subordinates concerns, look out for their
personal welfare, give advance notice to changes and be
generally friendly and approachable.

The OHIO STATE LEADERSHIP

QUADRANT:
(Illustration developed by Ralph M. Stogdill)

Consideration

HIGH

High Consideration and

Low Structure

High Structure
And
High Consideration

Low Structure
and
Low Consideration

High Structure
and
Low Consideration

LOW

Initiating Structure

HIGH

B. Leadership behavior
c) Managerial Grid
Shows a relationship between a concern for people

(consideration orientation) and concern for production

( structure orientation)
)Blake and Mouton, who designed the grid, proposed that
management style is influenced by five factors:

The attitude and assumptions of the manager

The policies and procedures of the organization
The day to day operational situation
The social and personal values of the manager
Chance

1, 9 or Country Club
Management

9, 9 or Team
Management

7
6
2

5,5 or Middle-of-theRoad Management

9, 1 or Authority
Compliance
Management

1, 1 or Impoverished
Management
1

Concern for People

MANAGERIAL GRID (by Mouton and Blake)

Low

Concern for Production

HIGH

B. Leadership behavior
d) Theory X-Theory Y model
) Proposed by Douglas McGregor

It states that students tend to learn and perform in the

manner anticipated by their teachers. If students perceive
that teachers expect them to do well, they do. If they pick
up that they are expected to perform poorly, the prophecy
becomes self-fulfilling.

Expectancy and Reinforcement Motivational Theories also

support this approach.

Expectancy and Reinforcement Motivational Theories

The Theory X Managers
Managers who hold X

theory philosophies tend

to be autocratic and
dictatorial and allow for
little input from the staff.

The Theory Y Managers

Managers who hold the Y

philosophies are
participatory in their
leadership style; actively
seeking advice and counsel
form their co-workers and
allow employees to share in
the decision making
process.

C. Situational Leadership
Models
Contingency
theory

Continuum of
Leadership

Normative
theory

C. Situational Leadership Models

a) Contingency theory
By Fred E. Fielder
Takes into account the suitability of certain types of

behavior in certain things

The success of the manager as the leader is contingent on

two factors: the LEADERSHIP STYLE of the manager and

the FAVORALENES of the leadership situation

C. Situational Leadership Models

a) Contingency theory
Favorableness: is the amount of power, control and

influence wielded by a manager in a particular set of

circumstances
)

3 components that establish favorableness:

Leader-member relations
Task Structure
Position power

C. Situational Leadership Models

b) Continuum of Leadership
By Robert Tannenbaum and Warren H. Schidmt
Ranges from completely autocratic to democratic,

managers could move along the continuous line, adjusting

their leadership style to fit the situation

C. Situational Leadership Models

b) Continuum of Leadership
Seven degrees of freedom:
1.

2.

Total use of authority by the supervisor: supervisor

makes all decisions and merely announces the decision
to the workers
The manager makes all decision but attempts to seek
and persuade the staff of his or her view

C. Situational Leadership Models

b) Continuum of Leadership
Seven degrees of freedom:
3.

4.

The boss makes all decisions but attempts to invite

input, suggestions and questions from the staff.
Manager makes the decisions but seeks support and
approval form the subordinates

C. Situational Leadership Models

b) Continuum of Leadership
Seven degrees of freedom:
5.

6.

Supervisor gathers the data and defines the problems,

then seeks suggestions and recommendations for
solutions before making a decision.
Manager provides information, supervision and
guidance but requests that the staff make the decisions.

C. Situational Leadership Models

b) Continuum of Leadership
Seven degrees of freedom:
7.

Manager focuses on setting general policies and

procedures for the department but allows total freedom
and responsibility to the employees to function and
make decisions with these broadly defined boundaries.

C. Situational Leadership Models

c) Normative Theory
)Victor H. Vroom and Phillip W. Yetton, Vroom-Yeton

decision model
)Proposes that managers are capable of adjusting their
leadership style to meet the particular circumstances of a
given situation
)The theory classifies each decision-making method as
autocratic, consultative or group-oriented

C. Situational Leadership Models

c) Normative Theory
)The 5 possible behavior styles identified by Vroom and Yettn:
1.

2.

3.

4.

5.

A-I: Manager makes decision based on the current information

available
A-II: Manager seeks necessary information from subordinates
before making a decision
C-I: Manager shares the problem with selected individuals before
making a decision.
C-II: Manager shares the problem with all the members of the
group but makes the final decision
G: Manager shares the problem with the group and a decision is
reached by consensus.

Assessing effectiveness of leadership:

Trait perspective:
1.
2.
3.
4.

Intelligence
Social maturity and breadth
Inner motivation and achievement drive
Human relations attitude

Behavioral perspective:
1. Concern for people
2. Concern for production

Situational perspective:
1. Also known as contingency model of leadership
2. Depends on the circumstances at a given time

Path-Goal Theory
By

Robert J. House

The

theory emphasizes the role of the

leader in providing and streamlining a
path by which subordinates can achieve
their own and the institutions goals

Path-Goal Theory
Two factors the leader must consider in designing

a strategy to deal with work the environment

The characteristic of the workers their training,

individual traits, personal needs, social backgrounds, etc.

The nature of the tasks to be performed the complexity,

degree of organizational structure, stress, danger,
monotony, etc.

Path-Goal Theory
The leader address 2 elements:

The goal component in which the managers enhance

the number and types of rewards (pay) that subordinates
can receive for achieving work-related goals

The path facet which the leader clarifies the routes for
obtaining these goals and removes obstacles that may
impede employees from realizing their potential.

DIRECTING
Refers to the means

employed to encourage
all personnel in the
organization to
accomplish whatever
assignments may be
given them by
management in order to
achieve the objectives in
the manner they were
planned and organized.

Application of Leadership responsibility in the Clinical laboratory:

To formulate and document policies and

procedures that are constantly current and relevant
effective pursuit of laboratory goals
2. To effectively communicate these plans to all
personnel.
3. To provide efficient means for assuring compliance
with policies and procedures
1.

Application of Leadership responsibility in the Clinical laboratory:

4. To encourage free flow and exchange of ideas

through all levels of the organization

5. To assure an awareness by all personnel of current
trends and practices in the delivery of hospital
laboratory services.
6. To develop and maintain effective relations with
the medical staff and hospital administration for
assuring an open exchange of the needs and
concerns of all parties.

Application of Leadership Method in the Laboratory:

To develop and constantly update all laboratory

procedures and policies by preparation of
appropriate manual.
2. To schedule and conduct periodic meetings with
the staff for discussion and review of policies and
procedures.
3. To delegate the responsibility for efficiently
monitoring compliance with policies and
procedures
1.

Application of Leadership Method in the Laboratory:

4. To conduct periodic meeting with the laboratory

staff to encourage innovative thinking and

improvement in services.
5. To fully support and generously budget for a
meaningful laboratory continuing program
6. To assure awareness of the laboratory mission by
requiring that appropriate personnel attend all
hospital and medical staff meetings that call for
laboratory representation.