Evolution of Leadership

Evolution of LeadershipAmber GosheAn Evolution of LeadershipIn order to thrive in the realm of principalership, companies and individual departments have started to bang that leading must be adaptable, regular, and be able to play unlike roles to create synergy in the knead place. Quantum lead and the path- conclusion loss attracters guess be discussed in this paper, as well as, the benefits and limitations of both theories in an organisational environment. A real workplace scenario is presented with a discussion of the type of scrap presented, in addition to, st come outgies that could be apply in quotationing the issue at hand.Quantum LeadershipQuantum leading is chaotic and is base on principles of physics and eonian change and transformation. It is al ways changing and evolving. Therefore, the leaders role is cogitate on understanding the intricacy of the change and then transforming it into a way that coffin nail be understood by those it affects (Malloch ostiary OGrady, 2009). By evaluating a change and anticipating change, a quantum leader can project to implement where the change is going (Malloch doorkeeper OGrady, 2009). The theory centeres on adaptation, integration, inter go through, and prediction (Malloch Porter OGrady, 2009). Quantum leadership is non based on a hierarchy. It views an shaping and its members as interrelated group members that is better served through coaction (Malloch Porter OGrady, 2009). Quantum leadership emphasizes the importance of the relationships between individuals in the organization rather than focusing on solely the individual. Leaders and the people they lead have to be comfortable with ambiguity and the challenges brought forth by continuous change (Malloch Porter OGrady, 2009). Quantum leaders must be under attack(predicate) and open to different realities but in any case be aw are of their limitations (Malloch Porter OGrady, 2009).Quantum leadership also embraces values for in dividuals and groups deep d knowledge the organization. There is an frantic investment that is important because it provides a perspective of ownership and integrity and should be visible because values stand out by a souls actions every day (Malloch Porter OGrady, 2009). Also, shared staple fibre underlying assumptions in quantum leadership define the invisible enculturation and tally what makes the organization function every day (Malloch Porter OGrady, 2009). Yet, these are basic and highly influential in a groups behavior. This often goes overlooked until someone oversteps on one and then it ordinarily comes out as frustration expressed by a group member that identifies the violation (Malloch Porter OGrady, 2009). The artifacts in the culture address the things someone first comes into contact with an organization and therefore it is easy to collect what one encounters but it is hard to decipher the true marrow of the culture (Malloch Porter OGrady, 2009). Another assumption includes beliefs and values including the goals, identified goals and speak values (Malloch Porter OGrady, 2009). These assumptions can be driven by groups or by individuals who have influence inside the institute. However, it can be challenging to make these underlying assumptions visible and used to add value.Quantum leadership focuses on the process and embraces that it is indefinite and limitless and does not place dialect solely on the results and how one gets there. Quantum leadership embraces finding potential. It is not constantly controllable or predictable and that is a good thing because a leader should become worried once everything becomes predictable (Malloch Porter OGrady, 2009). Quantum leadership lets go of control and opens up the opportunity for various leadership styles to emerge to align the motivation between team members (Malloch Porter OGrady, 2009). It emphasizes collaboration between members and building upon others strengths but knowing the ir weaknesses and limitations. Quantum leadership in calms meaning into leadership but it does have its own action plans. The action plans within the organization, however, do focus on accomplishing goals appropriately and meaningfully (Malloch Porter OGrady, 2009). The group must have good communication and interaction within the organization to accelerate success which can be aligned by the leader. The individuals interest in the organization is also interpreted into account (Malloch Porter OGrady, 2009).Path-Goal TheoryThe path-goal theory is based on identifying a leaders motivation or style that shell suits the employee to facilitate goal achievement. This theory focuses on three main outlooks of leadership which include the leader, the subordinate or the secondary, and the environment (Alanazi Rasli, 2013). The characteristics of the subordinate include their own perception of their abilities and control and leaders can adapt to this perception by approaching the leaders hip from different angles based on their understanding. Characteristics of the environment focus on the structure of the line and the work group. This behavior enables the employee to become empowered, it increases their motivation, and improves employee enjoyment which assists the employee in being a productive member of the institute (Wofford Liska, 1993).A main concept of the path-goal theory is that the leaders will make rewards open in order to motivate their subordinates (Wofford Liska, 1993). These rewards can be adaptable and strung-out on the situation at hand which makes the leader vulnerable to out bent up to acclimation. In this theory, various different styles of leadership are used for different situations. There are four original types of leadership behaviors in the path-goal theory which include directive, supportive, participative, and achievement oriented. In directive leadership, the leader is detail and gives directions to the followers about what needs t o be done and includes details on how it should be done, the expectations, and when it needs to be done (Alanazi Rasli, 2013). The leader will still provide guidance along the way. This style of leadership can be used when dealing with a complex or un unified line of if the subordinate is inexperienced (Alanazi Rasli, 2013).The second leadership behavior is supportive leadership. In this style, the needs and well-being of the subordinate is taken into consideration, as well as, creating an approachable work environment (Alanazi Rasli, 2013). This is a larger focus than completing the t beseech at hand. This style may be used when the t direct is tire or puts the subordinate at risk for physical or psychological distress.The third style of leader behavior is participative. In this style, the subordinates are consulted in the process and those ideas can be used when making decisions (Alanazi Rasli, 2013). The subordinates opinion is highly respected in this style and often this can be used when the subordinates are the experts of the content matter. The fourth style of leader behavior is the achievement oriented leader. In this behavior, high expectations are set for the subordinates and challenging goals are set. A high level of performance is judge from the subordinates is expected while the leader instills confidence in their abilities (Wofford Liska, 1993).The path-goal theory is ductile in that the leader adapts to the subordinate, taking into consideration the environment and task at hand. This situational framework is strength for understanding how various leader behaviors affect the capability and satisfaction of the workers. It also incorporates motivation principles of the expectancy theory (Alanazi Rasli, 2013). However, it can also be complex to try to integrate many different aspects of leadership. comparison Quantum Leadership and Path-Goal TheoryOne major difference between quantum leadership and the Path-Goal theory is control. The qua ntum leader is about aligning motivation between team members and is open to different views on a subject. The path-goal theory focuses on discovering the trump behaviors for subordinates and attempts to control subordinates behavior with incentives. Also, the path-goal theory refers to subordinates indicating a hierarchal system where the quantum leader focuses on horizontal communication (). Yet, a similarity is that the leader in the path-goal theory works to facilitate task achievement for the followers and in quantum leadership the leader is focusing on aligning motivation between other team members which results in task achievement. However, quantum leadership is always perpetually evolving and is a process, whereas in the path-goal theory there is a specific goal and expectancies on how to get from point a to b.Conflict ScenarioIn 2010, I started working as a radiographer at Nationwide Childrens hospital. sooner starting my new position, I had worked as a student coadjuto r in the radiology department and I was now a partner to those who had been over me. While travel rapidly images for a fellow co-worker, I spy she would withhold images to run them herself. As I observed my co-worker and her method, I noticed she was deleting images when there was likely potential for motion. One day, an image was deleted afterwards the wrong radiograph had been taken. A forearm was taken instead of an shove and the forearm radiograph was deleted. After the elbow came back negative, the physician tell a forearm and therefore the patient was exposed twice for the uniform picture unnecessarily. I found this odd, since in every other aspect my co-worker upheld patient sentry go and often advocated for it. The reject image rate which is calculated for patient natural rubber is based off the images rejected in the computer system. Since there were images not being accounted for, an inaccurate portrayal of info occurred. When my co-worker was confronted, she sta ted that the culture from those images was not beneficial for the department and claimed she was incognizant that it held any wrongdoing.In my opinion, this is a information-based conflict due to the insufficiency of information and limited access to information. There is some value based conflict components presented in the scenario but the big picture is that information is not being collected and therefore it is affecting patient balkativety. Since that information would be extremely important for the effectiveness of the department and patient safety device, certain measures or in-services were not being implemented based upon false information. The clinical work suffers as a result of not acquiring the appropriate information (54). The information and how it is generated, as well as, how it is distributed and the importance of it all have an blow on the effectiveness of the organization, as well as, its integrity (55). As a quantum leader in this situation, one would ne ed to ensure that proper processes and propagation of information are set in place and appropriately structured within the organization.To address the issue presented in the scenario, as a quantum leader I would want to get a basic understanding of the issues at hand and hear from the co-worker their issue with the process put into play, ask her to clarify her reasoning for why the information is not beneficial to the department, and what her feelings are on the issue. I would want to know if she has fear about running images that have mistakes on them and why. I would bring up patient safety with the co-worker for common ground. I would discuss with the co-worker how I value her advocacy of patient safety in all other aspects and ask her to reflect on the situation to set apart if there were patient safety issues involved.Also, this conversation would need to be done in a safe place so she felt open to discussing the conflict at hand. throughout the conversation, I would discuss expectations for patient safety and assure the co-worker that the data collection system put in place is for the patient safety and for the employees. That information is not used to get employees into trouble, but to help determine in a non-blame way, what could be done in the future to prevent unnecessary exposures to patients. Agreements would need to be made on the process of data collection and a plan to follow-up on the agreement action ().ReferencesAlanazi, T.R. Rasli, A.M. (2013). Overview of path-goal leadership theory. ComprehensiveResearch Journal of Management and Business Studies, 1(1), 01-06.Malloch, K. Porter OGrady, T. (2009). The quantum leader Applications for the new world of work (2nd ed.). Sudbury, MA Jones and Bartlett.Wofford, J.C. Liska, L.Z. (1993). Path-goal theories of leadership A meta-analysis. JournalOf Management, 19(4), 857-876.