MEDT 08 :

Laboratory Module 2:
Leadership
Management

MODULE 02
LEADERSHIP

At the end of this module, you are expected to:

1. Explain what are the types of leaders

2. Identify the difference between leadership and management
3. Identify the different theories of leadership
4. Explain the different factors affecting the leadership style

LEADERSHIP

What is Leadership?
 Leadership is the art of motivating a group of people to act toward achieving a
common goal.
 Leadership captures the essentials of being able and prepared to inspire others.
 Effective leadership is based upon ideas—both original and borrowed—that are
effectively communicated to others in a way that engages them enough to act as the
leader wants them to act.

TYPES OF LEADERS

Different Types of Leadership

1. Autocratic
- Autocratic leadership, also known as authoritarian leadership, is a leadership
style characterized by individual control over all decisions and allowing little
input from group members. Autocratic leaders typically make choices based
on their ideas and judgments and rarely accept advice from followers.
Autocratic leadership involves absolute, authoritarian control over a group.
However, there can be situational benefits in this style as it can be used when
urgent decision making based on justifiable need is required.
- This style has the potential for problems. Workers may get fed up with having
no input and decide to jump ship. Having one person doing most of the thinking
can lead to a shortage of ideas. However, autocratic leadership does have
benefits:
 There's no need for consultations, so decisions get made quickly.
 Whatever the organization's stakeholders want, they can count on the
autocrat executing their vision efficiently.
 Autocracy works well when jobs are routine or require limited skills.
 It may be necessary for complex jobs that need everyone to follow the
rules.
 In a crisis, having one person make quick decisions while ignoring
worker input may be essential. Different theories of organizational

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Laboratory Module 2:
Leadership
Management

leadership sometimes separate crisis leadership into its own

management style.

2. Bureaucratic
- Bureaucratic leadership derives its authority from the organization's hierarchy.
The department chair or project leader doesn't depend on personal charm to
lead. The bureaucracy's rules assign the leader her authority and duties, and
that's good enough.
- This leadership style is often valuable in industries that have to be tightly
regulated. It can actually be efficient because the leader's role is clearly
defined, and leaders are accountable to their own bosses.
- If decisions have to be investigated by several layers of management,
however, bureaucracy can be slow and cumbersome. Lower-ranked
employees may find it difficult to get feedback or suggestions far enough up
the hierarchy to make a difference.
- Bureaucratic leadership is leadership based upon fixed official duties under a
hierarchy of authority, applying a system of rules for management and
decision-making. This style of leadership can be advantageous in highly
regulated lines of business, and it can be an efficient management style in
companies that don't require much creativity or innovation from employees.
- Positions in the organization are arranged in a hierarchy where lower positions
are answerable to and under the supervision of the level above it

3. Charismatic
 Charismatic leadership is a modern leadership style. The charismatic leader
uses charm to get the admiration of their followers. They show concern for
their people and they look after their needs. They create a comfortable and
friendly atmosphere for their followers by listening to them and making them
feel that they have a voice in decision-making. Examples of famous
charismatic leaders are Winston Churchill, Bill Clinton, Barack Obama, and
Nelson Mandela. In laboratory service the need for such leaders is greatest at
the top for inspiring, motivating, forward-thinking, moving the whole
organization to the next level and most importantly developing other leaders.
 The charismatic leader sits at the opposite pole from the bureaucrat. Their
authority lies in their personality and presence, not in the power the company
assigns them.

4. Democratic
 The democratic or participatory leadership style is usually seen in corporate
settings. Participatory leaders act as facilitators. They facilitate the
development of ideas and the sharing of information with the end goal of
arriving at a decision. The final decision ultimately rests on the leader but all
considerations and factors of a decision come from the collective mind of the
group under this leadership. Such leadership becomes important to the
laboratory, especially when facilitating significant short-term and long-term
change (change management).

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Laboratory Module 2:
Leadership
Management

 A democratic leader makes the final decision but wants feedback from team
members first. This type of leader wants to know what the team thinks and
takes the members' opinions into account.
 Workers usually prefer this style to autocratic leadership. Their opinions
matter, which keeps them engaged in the project. Soliciting input and weighing
it before deciding is slow, however, and may be too inefficient when quick
decisions are needed.

5. Laissez-Faire
 Among the types of leadership in an organization, the laissez-faire leader is
almost the opposite of the autocrat. This hands-off leader sets the goals for
employees and then lets workers find their own way across the finish line.
 A big plus of this leadership style is that workers report high job satisfaction.
It's particularly effective with creative workers or those who have a lot of
experience at their job. The downsides?
 It may not work with inexperienced staff.
 Some workers need more guidance and constant feedback than
others.
 The laissez-faire manager risks becoming too hands off. It's still
important to monitor performance, communicate expectations and
provide the team with the tools they need to operate.
 Some managers may use laissez-faire with experienced employees whom
they trust and exercise tighter control of others.

LEADERSHIP AND MANAGEMENT

Leadership vs. Management

Both management and leadership are important to laboratory service delivery.
Although the leadership and management roles are similar in some respects, they
may involve different types of outlook, skills, and behaviors. Good managers strive
to be good leaders and good leaders need management skills to be effective.
Leaders have a vision of what can be achieved, communicate this to others, and
evolve strategies for realizing the vision. They motivate people and are able to
negotiate for resources and support systems to achieve their goals. Managers
ensure that available resources are well organized and applied to produce the
best results. In the resource constrained and difficult environment leadership plays
a pivotal role in meaningful existence and success of the organization

Management consists of controlling a group or a set of entities to accomplish a

goal. Leadership refers to an individual's ability to influence, motivate, and enable
others to contribute toward organizational success. Influence and inspiration
separate leaders from managers, not power and control.

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 MEDT 08 :
Laboratory Module 2:
Leadership
Management

THEORIES OF LEADERSHIP

Different Theories of Leadership

1. Pygmalion Effect
 Leadership is about belief, or what is known as the Pygmalion Effect.
 Pygmalion was a legendary figure from Cyprus. In Greek mythology, he was
a sculptor who fell in love with the statue of a beautiful woman he created. His
work was so fair and realistic that all other real women paled in comparison.
He so wished her to be real that when he kissed the statue, its lips felt warm
to him. Galatea, as he called the statue, was alive!
 In essence, the Pygmalion effect is about the power of self-fulfilling
prophecies, creating a virtuous cycle of positive expectations that affect those
around you. If your expectations are negative and negative outcomes result,
this is referred to as the golem effect.
 It is the phenomenon whereby higher expectations lead to an increase in
performance.

2. McGregor’s Theory X and Y

 Douglas Murray McGregor (1906 – 1 October 1964) was a Management
professor at the MIT Sloan School of Management and president of Antioch
College from 1948 to 1954. McGregor was born in Detroit. His 1960 book “The
Human Side of Enterprise” had a profound influence on education practices.
In the book The Human Side of Enterprise, McGregor identified an approach
of creating an environment within which employees are motivated via
authoritative, direction and control or integration and self-control, which he
called theory X and theory Y, respectively.

A. Theory X and Theory Y

o This theory is an attempt to understand what actually motivates
employees to go to work each day and whether people like to be
independent and work hard themselves or they always need a leader
to control and guide them. Whether people get great satisfaction from
their work and they are proud of it or view it as a burden, and they just
work as they need to work to survive. This theory tries to study this
question of motivation to identify successful approaches to
management.
o Social psychologist Douglas McGregor developed two divergent
theories on human motivation and called them as The X Theory and
the Theory Y. One theory assumes that most people like working and
the other contrasts that most dislike working. The management style
of any manager will be strongly influenced by his beliefs and
assumptions about what he thinks are the drivers of motivation for the
team. If the manager believes that they dislike work, he might tend to
adopt authoritarian style of management whereas the leader who

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Management

assumes that employees like working will tend to adopt democratic

style.

B. Theory X
o Theory X assumes that employees are naturally unmotivated and
dislike working. As a result, the Theory X style of leaders believes that
most people dislike work and will avoid it wherever possible. Such
leaders feel they themselves are a small but important group, who want
to lead and take responsibility, but a large majority of people want to
be directed and avoid responsibility. Therefore, this style of leadership
exercises strong controls and direction and wherever necessary
punish people if they do not do the work and this encourages an
authoritarian style of management. If people do the work as desired,
they may even get monetary or other rewards. According to this view,
management must actively intervene to get things done.

C. Theory Y
o It assumes that employees are self-motivated, like working, self-
motivated and take pride in getting greater responsibility. As a result,
Theory Y leaders assume that people will work hard and assume
responsibility if they can satisfy their personal needs and the objectives
or goals of their organization. Such leaders do not sharply distinguish
between the leaders and the followers in contrast to Theory X style.
They feel that people control themselves within rather than being
controlled by others from outside such as a leader or a manager or a
supervisor. Theory Y explicates a participative style of management
that is de-centralized. In Y-Type organizations, people at lower levels
of the organization are involved in decision making and have more
responsibility.

This style of management assumes that workers:

Theory X Theory Y

• Dislike working. • Like working

• Avoid responsibility
• Need constant supervision
• Need to be directed.
• Need to be controlled
• Need to be forced to deliver
• Need controls put in place
• Need to be induced to
produce results
• Need incentives to work.
• Cannot delegate
• Takes responsibility
• Are self-motivated
• Are self-driven to accomplish
organizational goals
• Seek greater responsibility
• Are self-directed
• Need fewer or no controls
• Does not need much
direction
• Are creative
• Solve work problems
imaginatively

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Laboratory Module 2:
Leadership
Management

3. William Ouchi’s Theory Z

 Theory Z
o The Theory Z was invented by the American economist and
management professor William Ouchi, following the X and Y theory by
Douglas McGregor in the 1960s. The theory Z was introduced in the
1980s by William Ouchi as the Japanese consensus style. He argued
that western organizations could learn from their Japanese
counterparts. In 1981 William Ouchi, of Japanese heritage, wrote his
book ‘Theory Z: How American Business can meet the Japanese
Challenge. ‘According to Ouchi, the theory Z promotes stable
employment, high productivity and high morality and employee
satisfaction. The loyalty of employees is increased by offering them a
job for life with a strong focus on employee well-being both on the job
as well as in their private lives.
 Theory Z Assumptions
o The theory Z revolves around the assumption that employees want to
enter into partnerships with their employer and colleagues. Employees
have a strong desire for connection. This requires a high level of
support from the manager and the organization in the form of a safe
working environment and the right facilities. The possibility for
development and training can also be included on this list. Another
assumption is that employees expect reciprocity and support from their
organization. Employees find a work-life balance important and want
to maintain this. Family, culture and traditions are therefore just as
important as working conditions. The theory Z also assumes that
employees trust that they can carry out their work properly with the
right support from management.

FACTOR AFFECTING LEADERSHIP STYLE

Factors Influencing Leadership Style

1. Personality traits
- Personality is one of five elements that will influence our leadership behavior.
According to most studies, personality doesn’t change, but behavior can
change. Leadership qualities can be taught and individuals can set personal
behavior targets to begin changing counterproductive actions that hinder
success into leadership qualities, or new habits, that result in success.

2. Level of Control
 Micromanaging
- Involve in all aspects of day-to-day operations.
- Participate in decision-making processes.
 Delegating
- Trust their subordinates or not want the heavy burden of making all decisions.
- Delegate responsibility by creating an additional layer of management.

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Leadership
Management

3. Organizational culture
- Structure of organization or operating methods may dictate leadership style”
o Organizations emphasis on encouraging contributions or ideas from
members leads to an open style of leadership.
o Other organizations operate with more of a “my way or the highway”
which requires leaders dictate direction and deviation or innovation.

4. Experience
- Someone who is new to a leadership role may be more inclined to lead “by the
box” to avoid mistakes
- A more experienced leader will feel more confident in following his own
interpretation of rules and regulations
- A leader who has been part of an organization for long time may be more
comfortable when making decisions because of a better understanding of
organization’s nuances.

*The Core of Leadership

*Leadership Traits and Skills

Character traits are to a degree imprinted in our genetic makeup but can be further
developed by family upbringing and other environmental factors. Different works have
highlighted traits and characteristics of a good leader, and whilst they may not Character
traits are to a degree imprinted in our genetic makeup but can be further developed by
family upbringing and other environmental factors. Different works have highlighted traits
and characteristics of a good leader, and whilst they may not.

Favorable traits for leadership include adaptability to different situations, alertness to the
social environment, openness, honesty, self-discipline (integrity), passion, compassion,
empathy, humility, having a sense of humor, ambition, goal orientation, assertiveness,
intelligence, creativity, cooperativity, decisiveness, dependability, firmness, energetic,
inspiring, motivating, persistence, self-confidence, tolerance to stress, and willingness to
serve and assume responsibility. Of all, integrity stands out as a basic one that nurtures
other traits.

Course Module
 MEDT 08 :
Laboratory Module 2:
Leadership
Management

References and Supplementary Materials

1. World Health Organization (2011). Laboratory quality management system handbook.
USA: WHO
2. Venzon & Nagtalon (2006). Nursing Management Towards Quality Care. 3 rd ed.
Philippines: C & E Publishing, Inc.
3. Yenice & Randell (2019). Leadership Basics for Clinical Laboratory Professionals.
Retrieved from: https://www.researchgate.net/publication/336676634.
4. TechnoFunc (2013). McGregor's Theory X and Theory Y. Retrieved from:
https://www.technofunc.com/index.php/leadership-skills-2/leadership-
theories/item/mcgregor-s-leadership-theory-x-and-theory-y
5. Morrison, S. (2018). The Pygmalion Effect: How Leaders and Managers Can Create a
Virtuous Cycle of Self-Fulfilling Prophecies. Retrieved from:
https://talentmanagement360.com/wp-content/uploads/2014/12/The-Pygmalion-Effect-
HowLeadersManagersCreateaCycleofSelf-FulfillingProphecies.pdf
6. Ward, S. (2020). What is Leadership? Retrieved from:
https://www.thebalancesmb.com/leadership-definition-2948275
7. Mulder, P. (2018). Theory Z. Retrieved from:
https://www.toolshero.com/leadership/theory-z/
8. Gillispie, P. (2014). Top Five Factors that Influence Leadership Behavior! Retrieved from:
http://leadadvantageinc.com/top-five-factors-influence-leadership-behavior/
9. Phuong, N. (2015). Factors affect leadership style. Retrieved from:
https://www.slideshare.net/NamPhng8/factors-afect-leadership-style
10. Center for Creative Leadership (2020). The Core Leadership Skills You Need in Every
Role. Retrieved from: https://www.ccl.org/articles/leading-effectively-
articles/fundamental-4-core-leadership-skills-for-every-career-stage/

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