Flashcards in OT admin chap 18 and 20 Deck (18)
Functions of a leader?
Raise employees’ desire to achieve important outcomes & awareness of the process for achieving them
Encourage employees to move beyond their self-interest for the sake of the team, department, or organization
Facilitate employees reaching higher levels in such areas as autonomy, achievement, and affiliation
Functions of a manager?
Recognize what their employees want to get from their work & try to see that it’s obtained as required by their performance
Exchange rewards & promises of rewards for sufficient levels of effort
Respond to the needs & desires of employees as long as they are getting the job done
Transformational Leader do 4 things in business?
Inspire, energize and intellectually stimulate their followers
Broaden & elevate the interests of their employees beyond self interests to focus on the purpose & mission of the group
Use charisma to inspire & excite others w/ the notion that much can be accomplished with extra effort
Provide intellectual stimulation by showing that difficult problems can be resolved with rational solutions
Transactional Leadership do 4 things in business?
Waiting for mistakes to occur before acting (passive)
Monitoring for the occurrence of mistakes (active)
Intervenes only when procedures & standards for accomplishing tasks are not being met, called passive management by exception
Use the promise of rewards or avoidance of penalties as their approach to leadership
Review of Evidence on Leadership
Empirical and meta-analytic studies have found that transformational leadership accounts for a positive and unique variance in ratings of performance beyond that accounted for by active transactional leadership in health care settings.
Leadership assessment should include both a self-evaluation and evaluations by subordinates, peers, supervisors, and perhaps even clients; this type of assessment is called whats?
360 degrees leadership assesment
Transformational leadership competencies?
Display visionary leadership, posses a sense of mission and become an effective change agent.
Participate in political processes, direct and refine strategic planning, advocate for the profession and client/consumer and evaluate and leverage political resources
Inter- and intra-organizational competencies?
Understand organizational dynamics, participate in inter-organizational collaboration and participate in forecasting.
Develop team-oriented structures and systems, develop teams and groups and serve as a positive and effective team member.
Self assessment of leadership development needs?
Once the occupational therapist has conducted a self-assessment of his or her leadership development needs and established a personal leadership plan, he or she needs to begin working intentionally and daily on developing leadership skills.
Methods of leadership education and training 5?
Didactic methods- lectures and workshops
Online training’ Self-paced books and other literature
On-the-job education and development, coaching and mentoring
Networking Formal education
Kouzes and Posner (2007) developed five practices for developing leadership skills and referred to them collectively as the leadership challenge which are the following:
Modeling the Way- “Lead by example”
Inspiring a shared Vision- Share the vision with others and inspire them to become part of the vision
Challenging the Process- A leader must be willing to take risks by creating small wins.
Enabling Others to Act- Effective leaders understand the value of building relationships.
Encouraging the Heart- People are more likely to buy into a leader’s vision if they first have an emotional connection to the leader
A Legacy of Leadership: Transforming the occupational therapy profession- Chapter 20
Based on 2,800+ pages of transcribed interviews of occupational therapy pioneers conducted by Nedra Gillette, former director of research for the AOTF, she captured the stories of these individuals to supplement historically significant milestones for the occupational therapy profession. The interviews were conducted from the late 1970s to early 1990s.
4 leadership qualities
Interpersonal skills: self-confidence, sensitivity, trustworthiness, good communication, emotional stability
Cognitive factors: intelligence, problem-solving, decision-making, and critical thinking skills
Administrative factors: organization, planning, use of management strategies/techniques
Overall ability to engage followers and move toward a shared vision and goals
Exemplars of OT Leaders in Various Roles:Transformational and servant leaders
Occupational Therapist as Researcher: Jean Ayres
Sensory Integration and the importance of research and focused expertise; Masters level education
Occupational Therapy Leader as Teacher: Marion Crampton
OT in mental health and development of OTA programs; Masters level education
Leader as Practitioner: Gail Fidler
OT in mental health; vision for OT to be “widely recognized, diverse”profession; AOTA leadership; Masters level education
Leader as Professional: Col. Ruth Robinson
AOTA president 1955-1958; Chief of Army Medical Specialists Core; OTA education and guidelines
Leader as Visionary: Jerry Johnson
OT as administrator – Harvard Business School; Masters level education; AOTA president 1973-1978; AOTA expansion into advocacy, lobbying, member support, grants
Tranformational leadership characteristics 5?
Empowerment of others