Module 1 - Understanding Leadership
I am a Finance Manager within a hospital having started in this role eight months ago. The organisation has recently undergone a large number of changes in senior management and there is a large number of interim staff which has been unsettling and has led to the organisation having a lack of direction and leadership. There is also a proposal to merge the organisation with a neighbouring hospital, which is unsettling for the workforce and the security of their jobs in the future. I manage a team of four members of staff who are all finance and senior finance assistants, the majority of whom have worked in the organisation for several years. ...view middle of the document...
Development Stage | Description | Traits | Leadership Style |
D1. Unconsciously Incompetent | Enthusiastic Beginner, Doesn’t know what they don’t know | Curious, Eager, Naive, Willing, Enthusiastic, Inexperienced | Directing (Structure, control, supervise) |
D2. Consciously Incompetent | Understand how much left to learn | Frustrated, overwhelmed, de-motivated, procrastination | Coaching (Direct and support) |
D3. Consciously Competent | Knows the task but lacks confidence in ability | Constant checks, self critical, cautious, knowledgeable, capable | Supporting (Praise, listen and facilitate) |
D4. Unconsciously Competent | Able to do the task without thinking | Confident, self-reliant, expert, bored, ready for new challenge | Delegate (Turn over responsibility for decision making) |
The development stages are as follows:-
The development stage can be different for different members of staff when approached with different tasks. For example, Amy who works in my team is unconsciously competent at completing journals, she can complete the task confidently and doesn’t need to check whether it is correct with me but sometimes she makes silly mistakes because she isn’t concentrating on the task. However, when asked to produce a commentary on the Month end position for income she is consciously incompetent, she is aware she doesn’t understand some of the more technical aspects of PbR income, and will only approach the task reluctantly and will lack confidence in how to approach it, and will therefore need a coaching approach to support her with the task.
* Experience or Length of time in the Role: - A more experienced member of staff who has been in the role for a number of years and is unconsciously incompetent will resent a directive style of management during tasks and will become demotivated if they are not given responsibility when they are capable, whereas a new member of staff who is consciously incompetent may feel overwhelmed and panic if they are given delegated authority for a task that they are unsure how to approach.
* Urgency and importance of the task:- a task of high importance or that is required urgently will require the manager to have a higher task focus to ensure that it is carried our correctly and to meet the required deadline, for example when a report is required for the Board by 3pm that day the manager will need to be more directive in their approach to ensure that the required components are completed on time in the necessary format and to the high standard required as there will be no time for discussion and re-working. However, if a piece of work is less critical and therefore has a lower task focus a manager can afford to take a more supporting role and enable development of staff through discussion of ideas and delegation of responsibility. The model below demonstrates the leadership styles that are most appropriate at different levels of task and relationship behaviour and the styles that...