Leadership in Action: Exploring Styles and Proven Models

Defining Leadership

Leadership is a multifaceted process by which a person influences others to achieve a mission, task or objective and directs the organisation in a way that makes it more unified and consistent (Cork, in Blaber 2012).

According to Gray, Field & Brown (2010), at the heart of effective leadership lies the forming and sustaining of productive relationships with those we work with, irrespective of their role or status. Leaders need to relate to a range of people, recognising and valuing their individuality in terms of personality, interests, needs and preferences.

This requires not only a knowledge of others but importantly also a knowledge of self. Leadership may require an awareness of individuality and therefore may necessitate an adjustment in approach and behaviour to effect desired outcomes. Leadership and change management are key components of successful organizational transformation, particularly in today's dynamic and rapidly evolving business environment.

Leadership Styles

Leadership and change management are indistinctly linked, with effective leadership being a critical driver for successful organizational transformation. Blaber & Harris (2014) identify different styles of leadership which you can also refer to as change management leadership styles.

• Autocratic Leadership Style

Autocratic leaders take control of a situation and the people in it. They like to ask direct questions to gain key information, assess the situation and identify what needs to be done, by whom, and at what time - this does not necessarily facilitate much discussion. Under autocratic style, leadership and time management are key components of successful task completion. Features of autocratic leadership are crucial for maintaining control, ensuring efficient task delegation, and meeting tight deadlines.

It can be highly effective in some situations, but if used long-term could start to alienate others as they may feel their contribution is limited or they may feel disempowered. In addition, the team may not be able to function effectively without the autocratic leader present.

Some advantages and disadvantages of autocratic leadership style are as follows:

Advantages	Disadvantages
Quick decision-making Enhancement of workplace communication Improved productivity Employee stress reduced Structure and role clarity Improve crisis management Positive workplace results	Leader dependency Discouraging feedbacks Lack of trust with team members Pressurized work environment Lack of creativity Low employee morale Works on limited cultures Resulting in micromanagement

If you have been in a clinical leadership role on a high acuity case, this style might sound quite familiar!

• Democratic Leadership Style

Here, the leader leads by example. The democratic leader encourages people in a situation to contribute to the management of the situation and resolution of any issues. Skills required of a democratic leader include a focus on collecting information by asking questions and active listening, appearing approachable, yet being assertive enough to guide the situation.

This leader would appear more compassionate and engender a greater therapeutic or team working relationship. Both of these styles of leadership are relevant, it just depends on the context in which leadership is required. The art is to know when to implement either style.

• Transactional and Transformative Leadership Styles

Transformational leadership is a term that you may hear with increasing frequency. Both transactional and transformative leadership relate to leadership associated with change management leadership.

A transformational culture within an organisation will mean a leader will be nurtured to lead within a supportive and empowered environment, with the experience being positive. In contrast, a transactional culture within an organisation is where the leader's experience is likely to be viewed as rather negative. They are often contrasted as being either a top-down or bottom-up approach, as indicated in the following table. Check out the difference between transactional leadership and transformational leadership in the table below.

Difference between Transactional Leadership and Transformative Leadership

Transactional Leaders: The Top-Down Approach

Transformational Leaders: The Top-Down Approach

Autocratic Hierarchical Matriarchal Focus on individual gain Reactive Little or no autonomy for staff Extensive power & control Concerned with accomplishing tasks rather than worrying about relationships Given the power to reward or punish team performance

Charismatic Highly visible/Flexible Committed to the organisation’s vision or ideal Inspirational and autonomous motivator Intellectually stimulated Self-aware/self-efficient Encourages a culture of creativity & critical thinking Questions status quo Empowers others People orientated Leads collaboratively, using a cascading or chain-reaction effect Proactive Emphasis on personal ability/skill Promotes employee development

Table 1: Blaber & Harris 2014, Clinical Leadership for Paramedics, Open University Press, pp. 161-2.

There is a clear move within organisations to adopt a more transformative paradigm. This transformative approach can be adopted by anyone within the organisation irrespective of hierarchy and reflects values seen within crew resource management.

However, the overall consensus within the literature, according to Blaber & Harris (2014) is that leadership characteristics and attributes from both transactional and transformative leadership styles, be utilised for successful facilitation of change.

Leadership Models

Some examples of leadership models suitable in the clinical space that you might like to review include:

1. Adair's Action-centred leadership model

2. Jooste's Arch of Leadership model

3. NHS Healthcare Leadership model

• Inclusive Leadership and Cultural Safety

As a leader, creating a healthy work environment is crucial to maintaining a well-functioning team through shaping the practice environment to produce quality outcomes for staff and ultimately, patients.

Leadership in total quality management fosters a culture of continuous improvement by empowering employees, encouraging innovation, and promoting open communication. Engaging diversity through inclusive leadership, embracing staff across hierarchies and engaging different perspectives creates an environment where all team members feel they can speak up and participate meaningfully (Bradley, 2020).

But what is inclusive leadership? 

According to Diversity Council Australia (2023), inclusive leadership refers to 'the capabilities (i.e. mindsets, knowledge, skills and behaviours) which ensure that a diversity of employee perspectives shape and improve an organisation's strategy, work, systems, values and norms for success'.

They go on to state that 'inclusive leaders possess the ability to relate to a diversity of people and perspectives, be open and flexible, and focus on personal, team, and organisational growth' (Diversity Council Australia, 2023).

Conclusion

It is important that leaders are in a position to foster an environment where all workers feel comfortable, safe and supported to work effectively cross-culturally. Cultural respect recognises, protects and continually advances the inherent rights, cultures and traditions of a particular nation (Safework NSW 2023).

In the workplace, this means that everyone, regardless of culture, needs to be treated respectfully and inclusively. However, cultural safety is more than just possessing an awareness of other cultures and respecting everyone.

It is about creating a work environment where everyone can explore their own cultural identities and attitudes, and be open-minded and flexible in our consideration of people from cultures other than our own (SafeWork NSW 2023).

References

• Blaber, AY, (ed) 2012, Foundations of paramedic practice (2nd edn), McGraw Hill, Open University Press, Berkshire.

• Blaber, AY. & Harris, G. 2014, Clinical leadership for paramedics, McGraw Hill, Open University Press, Berkshire.

• Bradley, EH, 2020, 'Diversity, inclusive leadership, and health outcomes', International Journal of Health Policy and Management, vol. 9, no. 7, pp. 266-268.

• Diversity Council Australia, 2023, 'Inclusive leadership', https://www.dca.org.au/di-planning/inclusive-leadership

• Gray, I. Field, R. & Brown, K, 2010, Effective leadership, management and supervision in health and social care, Learning Matters, Exeter.

• SafeWork NSW, 2023, 'What is cultural safety?', https://www.safework.nsw.gov.au/safety-starts-here/our-aboriginal-program/culturally-safe-workplaces/what-is-cultural-safety