**PLEASE READ BEFORE STARTING! 500 WORD PAPER ONLY USING THE NOTES I HAVE PROVIDED BELOW. ESSAY QUESTION IS RIGHT BELOW AS WELL.** Three common approaches to understanding leading – traits, behaviors, and situational or contingency approaches - may or may not be effective in leading/managing a healthcare program. Briefly summarize each and its appropriateness for healthcare management. Health Program Management (Longest, 2015) “Leading effectively means influencing participants to make contributions that help accomplish the mission and objectives established for a program.” (Longest, 2015, p. 139) Traits approach “Based on the proposition that traits - encompassing skills, abilities, or characteristics - inherent in some people explain why they are more effective at leading than others.” (Longest, 2015, p. 140) Kirkpatrick and Locke (1991, 48) stated, “Key leader traits include: drive (a broad term which includes achievement, motivation, ambition, energy, tenacity, and initiative); leadership, motivation (the desire to lead but not to seek power as an end in itself); honesty and integrity; self-confidence (which is associated with emotional stability); cognitive ability; and knowledge.” (as cited in Longest, 2015, p. 140) Behaviors approach “Traits cannot fully explain effectively leading, is based on the assumption that particular behaviors or sets of behaviors that make up a style of leading might be associated with success in leading.” (Longest, 2015, p. 140) Planning, clarifying, monitoring, problem solving, supporting, recognizing, developing, empowering, advocating change, envisioning change, encouraging innovation, facilitating collective learning, networking, external monitoring, representing (Longest, 2015, p. 142) Tannenbaum and Schmidt’s continuum of leader styles model: (Longest, 2015, p. 147) Autocratic leaders - makes decisions and announces them to other participants  Consultative leaders - convince other participants of the correctness of a decision by carefully explaining the rationale for the decision and its effect on the other participants and on the program  Participative leaders - present tentative decisions that will be changed in other participants can make a convincing case for different decisions  Democratic leaders - define the limits of the situation and problem to be solved and permit other participants to make the decision Laissez-faire leaders - permit other participants to have great discretion in decision making “Leaders must adapt and change styles to fit different situations.” (Longest, 2015, p. 147) “An autocratic style might be appropriate in certain clinical situations in programs where work frequently involves a high degree of urgency. But this style could be disastrous in other situations, such as when a manager must decide how to offer a new service in a program or improve communication with participants.” (Longest, 2015, p. 147) Situational/Contingency approach “.

1. **PLEASE READ BEFORE STARTING! 500 WORD PAPER
ONLY USING THE NOTES I HAVE PROVIDED BELOW.
ESSAY QUESTION IS RIGHT BELOW AS WELL.**
Three common approaches to understanding leading – traits,
behaviors, and situational or contingency approaches - may or
may not be effective in leading/managing a healthcare program.
Briefly summarize each and its appropriateness for healthcare
management.
Health Program Management (Longest, 2015)
“Leading effectively means influencing participants to make
contributions that help accomplish the mission and objectives
established for a program.” (Longest, 2015, p. 139)
Traits approach
“Based on the proposition that traits - encompassing skills,
abilities, or characteristics - inherent in some people explain
why they are more effective at leading than others.” (Longest,
2015, p. 140)
Kirkpatrick and Locke (1991, 48) stated, “Key leader traits
include: drive (a broad term which includes achievement,
motivation, ambition, energy, tenacity, and initiative);
leadership, motivation (the desire to lead but not to seek power
as an end in itself); honesty and integrity; self-confidence
(which is associated with emotional stability); cognitive ability;
and knowledge.” (as cited in Longest, 2015, p. 140)

2. Behaviors approach
“Traits cannot fully explain effectively leading, is based on the
assumption that particular behaviors or sets of behaviors that
make up a style of leading might be associated with success in
leading.” (Longest, 2015, p. 140)
Planning, clarifying, monitoring, problem solving, supporting,
recognizing, developing, empowering, advocating change,
envisioning change, encouraging innovation, facilitating
collective learning, networking, external monitoring,
representing (Longest, 2015, p. 142)
Tannenbaum and Schmidt’s continuum of leader styles model:
(Longest, 2015, p. 147)
Autocratic leaders - makes decisions and announces them to
other participants
Consultative leaders - convince other participants of the
correctness of a decision by carefully explaining the rationale
for the decision and its effect on the other participants and on
the program
Participative leaders - present tentative decisions that will be
changed in other participants can make a convincing case for
different decisions
Democratic leaders - define the limits of the situation and
problem to be solved and permit other participants to make the
decision
Laissez-faire leaders - permit other participants to have great

3. discretion in decision making
“Leaders must adapt and change styles to fit different
situations.” (Longest, 2015, p. 147)
“An autocratic style might be appropriate in certain clinical
situations in programs where work frequently involves a high
degree of urgency. But this style could be disastrous in other
situations, such as when a manager must decide how to offer a
new service in a program or improve communication with
participants.” (Longest, 2015, p. 147)
Situational/Contingency approach
“Integrates the traits and behaviors approaches by arguing that
traits and behaviors must be combined with particular situations
to explain effective leading.” (Longest, 2015, p. 140)
Fiedler’s contingency model
“His hypothesis was that effective leading is contingent on
whether the elements in a particular leading situation fit
specific traits of the leader.” (Longest, 2015, p. 148)
“The contingency model has utility in management practice,
especially in suggesting to managers the importance of
systematically assessing whether their relationships with the
participants in a program are supportive.” (Longest, 2015, p.
148)

4. “The contingency model also considers how the organization
design and processes are being used fit a manager’s leader style
and, in turn, how this affects his or her effectiveness as a
leader.” (Longest, 2015, p. 148)
Hershey and Blanchard’s situational model
“Identifies the participants a manager is attempting to lead as
the most important situational variable, specifically focusing on
participants’ readiness to perform.” (Longest, 2015, p. 149)
“In this model, readiness is assessed according to two factors:
ability and willingness. Ability refers to the knowledge,
experience, and skills that an individual or group possesses.
Willingness is the extent to which an individual or group has
the commitment and motivation needed to accomplish a specific
task.” (Longest, 2015, p. 149)
“This model, widely used by managers, suggests that managers
engaged in leading must be concerned about other participants’
readiness to be led, and must recognize their ability to affect the
readiness levels of other participants. This model also reminds
managers that it is important to treat all participants in a
program as individuals, with real differences among them.”
(Longest, 2015, p. 149)
“To lead effectively, managers must create and maintain
conditions under which the other participants in a program can
and do make their best contributions.” (Longest, 2015, p. 154)

5. “Models within the content perspective focus on the internal
needs and desires that initiate, sustain, and eventually terminate
behaviors.” (Longest, 2015, p. 154)
Leadership in Healthcare (Kumar & Khilijee, 2016)
https://www-sciencedirect-
com.proxylib.csueastbay.edu/science/article/pii/S147202991500
2507
“This requires effective leadership at all levels within
healthcare organizations and cannot simply be solved by a top-
down approach. Lastly there has been an important drive to
improve the quality of healthcare provision, and this
fundamentally requires ‘change’ to occur, with clinical leaders
acting as agents of change.” (Kumar & Khilijee, 2016)
“Contingency theory
. Effective leaders develop different ways of working with their
followers depending on the situation and the needs and
attributes of followers.” (Kumar & Khilijee, 2016)
“Effective leadership is crucial in bringing about the changes
necessary for quality improvement but the unique structure of
healthcare organizations can prove a hindrance to change.”
(Kumar & Khilijee, 2016)
“Successful leaders in healthcare organizations must
acknowledge this and overcome the considerable barrier to
change (e.g. ingrained working practices and cultures) that this
inverted power structure supports.” (Kumar & Khilijee, 2016)
“Rather than toppling resistance to change, transformational

6. leaders acknowledge and deal with it. Moreover quality
improvement initiatives are more likely to succeed if healthcare
professionals believe they have ownership of the task.” (Kumar
& Khilijee, 2016)
The Most Effective Leadership Style for the New Landscape of
Healthcare (Demaltoff & Lazarus, 2014)
https://go-gale-
com.proxylib.csueastbay.edu/ps/i.do?p=AONE&u=csuh_main&i
d=GALE|A377998723&v=2.1&it=r
“Healthcare leaders must understand the value and critical
importance of delivering an emotionally and behaviorally
intelligent style of
leadership
to ensure that their staff feel empowered and supported”
(Demaltoff & Lazarus, 2014)
“Because emotion is an internal process and cannot be seen by
others (other than in the behaviors that those emotions
generate), leaders must move from emotional to behavioral
intelligence in order to realize the desired effects. And this is
where the leadership game is won or lost: It is not enough for a
leader simply to understand the effect of emotions on his style;
he must move from internal (and unseen) emotion to external
behavior--what people see, hear, and respond to.” (Demaltoff &
Lazarus, 2014)
“By embracing an emotional and behavioral intelligence
approach to leadership, executives can mitigate many of the
difficulties associated with change and foster an organizational
culture of support, empathy, and shared success. When leaders
drive emotions and behaviors positively, they bring out the best

7. in the people who follow them.” (Demaltoff & Lazarus, 2014)