Leadership Management: Analysis of Hospital Leadership Styles

This report analyzes leadership styles within a hospital context, focusing on the leadership approaches of Rachel and Tomas. Rachel's leadership style is identified as transactional, emphasizing rewards based on performance, which can increase competition and productivity but may lack a fair performance management plan. Tomas's leadership style is transformational, aiming to understand individual employee strengths and weaknesses through group activities, aligning with servant leadership principles. The report highlights the positive aspects of each style, such as increased productivity and team cohesion, while also acknowledging potential drawbacks like a lack of detailed job roles and a potential for dictatorial approaches. The analysis includes references to relevant leadership theories and academic sources, providing a comprehensive overview of leadership dynamics in healthcare management.

Running head: LEADERSHIP MANAGEMENT
Hospital Leadership Management
Name of the Student
Name of the University
Author Note

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Leadership style of Rachel
The leadership style followed by Rachel is transactional leadership. Transactional
leadership follows the theory of motivation while directing the followers mainly via
appealing to their self-interest (interest of the leader) (Dumdum, Lowe & Avolio, 2013). The
main power of a transactional leader comes from his formal authority and his responsibility
towards the organization. Here the main goal of the follower is to obey the leader. Upon
obeying the leader, the follower is rewarded. On contrary the act of disobey is penalized
(Dumdum, Lowe & Avolio, 2013). Rachel has promised rewarding her subordinates based of
her personal assessment of the employee's performance and this reflects that her leadership
plan aligns with the concept of transactional leadership.
One of positive side of Rachel’s leadership model is, she provides scope to her sub-
ordinates to secure higher position in the team via displaying their hard work. This approach
is indeed positive because it will increase the competitive quotient among the team, as they
will all strive for the reward (Wren, 2013). Another positive outcome will be increase in
productivity, as Rachel’s sense of recognition will only dependent on the extra workload and
long working hours as stated by her former subordinates (Wren, 2013). One negative side of
her leadership is, it gives hints towards a dictatorship approach as Rachel’s leadership style
lacks fair performance management plan as the recognition is based on her personal selection.
Moreover, working long hours to please Rachel will in turn decrease the quality of work,
which is not permissible in health care sectors (Wren, 2013).
Leadership styles of Tomas
Leadership style of Tomas reflects transformational leadership. The main goal of the
transformational leader is to provide personalized care via considering the requirement of
every subordinate. Similarly, Tomas also plan to elucidate the strength, weakness and special

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skills of every employee under him via performing group activity (Dumdum, Lowe &
Avolio, 2013).
The positive side of Tomas’s leadership style is to work inter-dependently towards the
common goal. Working as a team towards a common-goal helps the teammates to excel in
ground of emotional intelligence and this emotional intelligence in turn help the team to work
in unison even during the crisis (Ramchunder & Martins, 2014). Some of his teammates have
aptly highlighted the negative aspect of Toma’s leadership and this is, vision of Tomas lacks
a detail insight about the job responsibility of each team and possible reward among
achieving the career goals. In the absence of complete detailing about their respective job-
roles, an employee might feel distracted or de-motivated (Wren, 2013).
Servant leadership
Tomas’s leadership style is best to implement the servant leadership model. Tomas is
in favor of “inter-dependent people working towards the common goal” and is of the opinion
that there will be no lead position and these go in harmony with the servant leadership model.
It will be the duty of Tomas to identify the weakness of his teammates while working in an
inter-dependent team (Parris & Peachey, 2013). Upon identification of the same, Tomas will
have a definite plan to iron out those weaknesses via taking the help from the teammates
only. This will help the teammates to develop more bonding with each other and thus
promoting high productivity during emergency in healthcare (Parris & Peachey, 2013).

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References
Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2013). A meta-analysis of transformational
and transactional leadership correlates of effectiveness and satisfaction: An update
and extension. In Transformational and Charismatic Leadership: The Road Ahead
10th Anniversary Edition (pp. 39-70). Emerald Group Publishing Limited.
Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership
theory in organizational contexts. Journal of business ethics, 113(3), 377-393.
Ramchunder, Y., & Martins, N. (2014). The role of self-efficacy, emotional intelligence and
leadership style as attributes of leadership effectiveness. SA Journal of Industrial
Psychology, 40(1), 01-11.
Wren, J. T. (2013). The leader's companion: Insights on leadership through the ages. Simon
and Schuster.