Management Principles, Case Study Example

Level 5 Leadership Style:  Mainly attributed to CEO’s and Executive Directors.  Level 5 is the Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will. Nearly all of the good-to-great companies contained level 5 leaders in the critical transition phase.  Great leaders have been describes as quiet, thoughtful, self-effacing and reserved with a philosophical outlook e.g. Lincoln, Socrates as opposed  to warlike leaders such as Caesar, Patton who lack personal humility in favour of god like qualities.  Level 5 Leaders are not charismatic charmers of people but instead are determined inspirational leaders. They take control and lead by example building a culture of discipline and focused on the success of the Company.  They do not create a coercive or tyrannical regime but a meritorious organization built upon performance and recognition.  These people are self-determined and willing to go to extraordinary measures in order to fulfil their objectives.

Transactional Leadership Style:  Such leaders believe that people are motivated by reward and punishment.  They believe in a strict sense of organisation and a clear chain of command, further when people accept a job they pass all authority over to the Manager.  Hence the prime objective of the worker is to do precisely what the Manager tells them.  The transactional leader will create clear organization structures and reward will follow for task accomplishment.

Limitations and boundaries are clearly understood and often formal disciplinary procedures are in place  The Transactional leader often uses the style of “Management by Exception”   (Changing Minds.org, 2009)  i.e. if an assigned duty is working well, then it does not require attention and may be left alone. Despite the limitations of this style, it remains very popular and is in wide use today.

Transformational Leader:  Identified by the characteristics of a person with vision, a strong sense of purpose and very goal oriented.  He believes that people will follow those who inspire them.  Hence goal attainment is by inspiring your subordinates motivating them by enthusiasm and energy.  Working for these types of leaders can be a great experience as they derive a great deal of passion about their work and genuinely want you to succeed.  Such leaders start with a clear identification of a vision. Leaders of this type are quick to exploit the vision by sharing it with their team. Such leaders are often seen to be using mind mapping or brainstorming sessions with their subordinates.  The belief in inclusivity and the power of team dynamics.  They believe in structured approaches to Problem Solving and Decision Making and often follow a Kepner Tregoe Management style.  Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave.

Lessons Learned from King/Drew

The failings at Kings/Drew were cited as being an abdication of clear leadership.  The issues were highlighted in December 2004 when the hospital confessed to numerous leadership errors and political blunders. The concept of the Hospital being underfunded was hotly disputed and allegations were made that much of the financial failings were attributed to poor financial management and leadership squandering the hospital funds.  The hospital appears to have failed over a number of years with patients who have both suffered and died there. “The hospital named for Martin Luther King Jr. was supposed to be a realization of the civil rights hero’s dream. From the nightmare of the Watts riots would spring one of the best hospitals in America to serve the poorest neighbourhoods of Los Angeles County.” (Los Angeles Times, 2004)

Solutions included a massive overhaul of the hospital administration and removing much of the beurocratic leadership “If Martin Luther King Jr./Drew Medical Center is to survive, let alone thrive, the Los Angeles County Board of Supervisors needs to get out of the way.” (Los Angeles Times, 2004).  The whole aspect of patient care needs to be re-examined for greater process and performance improvements “Surgeons at Martin Luther King Jr./Drew Medical Center mistakenly left a metal clamp the length of a ballpoint pen inside a patient two weeks ago — another in a series of lapses to occur despite the hospital’s vows to fix failings in patient care.” (Los Angeles Times, 2004).  Another example cited included “at least four days last week, nurses at Martin Luther King Jr./Drew Medical Center gave the 46-year-old man a potent anti-cancer drug before they realized the medication was intended for another patient.” (Los Angeles Times, 2004).

Works Cited

Changing Minds.org. (2009). Changing Minds.org. Retrieved 12 20, 2009, from http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm

Los Angeles Times. (2004, 12 5). The Troubles at King/Drew. Retrieved 8 19, 2010, from Los Angeles Times: http://www.latimes.com/news/nationworld/nation/la-kingdrewpulitzer-sg,1,2026457.storygallery