Transactional leadership
Transactional leadership focuses on the interactions between the followers and leaders. The interactions enable leaders to complete their tasks, achieve their performance goals, incentivize their followers, maintain good organizational running, influence the behavior of their workers, and/or enhance organizational efficiency. It also enables followers to curtail workplace anxiety, achieve their self-interests, and focus on organizational objectives. Transactional leadership is effective since leaders can know the needs of the workers. Leaders can communicate their expectations to the staff (McCleskey 117). This form of leadership results in the satisfaction of both leaders and workers. Although it has been criticized for being temporary as witnessed in the employment term of an individual. The satisfaction of an employee is likely to translate into good job performance.
Transformational leadership
A basic element of transformational leadership is charisma. A transformational leader elevates the level of awareness of his or her followers concerning the significance of the desired results and the means of arriving at the results. Such a leader convinces the followers to put down their self-interests for the good of the institution while at the same time raising their level of need from basic needs to self-actualization (McCleskey 118).
Transformational leadership comprises not only charisma but also individualized consideration and intellectual stimulation. Such a leader should have emotional intelligence, especially social skills. It trait enables him or her to influence others, communicate with others, handle conflicts, and/or promote cooperation. A leader can use this headship style to bring out the desired results in an institution. In such a case, staff members will be more concerned about the overall success of the facility, which starts with the individual services offered to the patients. However, it is unclear the mechanism that such a leader may use in a residential facility, given the nature of the job. It is also unlikely that an individual will be in a position to influence all workers to reason alike, given the diversity in personality, age, as well as goals (McCleskey 130).
Vroom’s expectancy theory
According to Vroom’s expectancy theory, the behavior of people comes from conscious choices among a range of alternative actions. The conduct works to minimize pain while maximizing pleasure. According to Vroom, the performance of employees depends on their skills, personality, experience, knowledge, and abilities. The expectancy theory is entrenched in four rules. One is that people join institutions having expectations concerning their needs, past experiences, and motivations. Such expectations affect how individuals react to the institution (Khatri 102).
Another rule is that people are free to choose how they behave based on their expectancy calculations. Besides, individuals want different things from the institution. The final rule is that individuals will choose their behavior to maximize their gain. Staff members in residential care will perform as well as their skills, experience, qualifications, and personality. Their performance will also be determined by what they seek to gain from their position in the organization. An individual who only works to gain money will perform as well as the salary he or she receives. If a staff member seeks satisfaction from helping patients, the employee is likely to perform very well. Additionally, if the expectations that an individual had before joining the organization are not met, the worker is likely to behave in such a manner that displays dissatisfaction, including poor performance (Lunenburg 2).
Contingency theory
The contingency theory is entrenched in dependency. A relationship of contingency is manifested in two situations. The presence of one phenomenon predicts the presence of the other. Management faces a network of contingencies. The organizational structure of each institution is well defined. Each element of the structure creates a likelihood of having another element. For example, if the structure of the organization is large, various management issues will arise. If many communication channels are available, then it is more likely that the communication in the institution will be effective and timely. The downside of the contingency theory of organization structure is that it is not adaptable and flexible. Besides, it is hard to fit into changes in the organization (Khatri 111).
Constructive feedback
Managers have the task of delivering feedback repeatedly to workers. Feedback is important since it helps workers to know where they stand in terms of performance. They can compare the state to where it ought to be concerning the organization’s goals. Feedback is important to point out when things in the organization are going well or when they need improvement. Constructive feedback is needed in situations such as performance evaluations, corrective guidance, or pointing out the results of one’s actions. Some measures of offering constructive feedback include holding back feedback that will not serve any constructive purpose, concentrating on the account of an act, rather than judgment, concentrating on the action, rather than the person, and providing balanced feedback of both positive and negative. Constructive feedback helps workers to improve their weaknesses while keeping them motivated (Dyer, Dyer, and Dyer 130).
Effective communication
Effective communication is vital for every institution to run. It applies to all stakeholders, workers, leaders, and patients. It is important for staff members to respond promptly to patients while remaining polite to them. It is also imperative to keep the language simple. Staff members should be ready to clarify issues that are not understood to ensure that the best services are offered. Managers can use all the factors of effective communication to guarantee the proper passage of information to the staff. Emotional intelligence is necessary for effective communication in an organization. It refers to the ability to recognize one’s capacity to understand his or her emotions. It also addresses how an individual may be affecting other people around him or her. It also involves the ability to understand how other people feel not only about themselves but also others. The knowledge enables one to manage relationships effectively.
According to Martin, Charlesworth, and Henderson, emotional intelligence comprises four abilities (74). One is self-awareness, which is the ability to determine one’s emotions and the impact that such emotions have on others. Self-management refers to people’s ability to control themselves, adapt to different circumstances, and/or have self-drive. Self-awareness is the skill of empathizing with other people’s emotions and recognizing the needs of others. Finally, social skill is the ability to influence others, inspire cooperation, resolve conflicts, and/or have effective communication skills. Efficient communication promotes cooperation within an institution, hence leading to improvement in its general performance.
References
Dyer, Gibb, Jeffrey Dyer, and William Dyer. Team Building: Proven Strategies for Improving Team Performance, New Jersey, NJ: John Wiley & Sons, 2013. Print.
Khatri, Naresh. Strategic Human Resource Management in Health Care, Bingley, West Yorkshire, England: Emerald Group Publishing, 2010. Print.
Lunenburg, Fred. “Expectancy Theory of Motivation: Motivating by Altering Expectations.” International Journal of Management, Business, and Administration 15.1(2011): 1-6. Print.
Martin, Vivien, Julie Charlesworth, and Euan Henderson. Managing in Health and Social Care, London: Routledge, 2010. Print.
McCleskey, Jim. “Situational, Transformational, and Transactional Leadership and Leadership Development.”Journal of Business Studies Quarterly 5.4(2014): 117-130. Print.