HCA 545 Your text states that “Laissez-faire leadership is non-leadership, when the leader is perceived as being indifferent to follower actions and organizational outcomes”

HCA 545 Your text states that “Laissez-faire leadership is non-leadership, when the leader is perceived as being indifferent to follower actions and organizational outcomes” 

HCA 545 Your text states that “Laissez-faire leadership is non-leadership, when the leader is perceived as being indifferent to follower actions and organizational outcomes”

Module 7 DQ 2

Laissez-fair leadership according to text is a non-leadership style (Johnson, J., 2009). Laissez-fair leadership is based on delegation as the manager is totally hands off. Members of this team are the decision makers, gaining no leadership from management. This type of management has both benefits and drawbacks. This type of leadership has been shown through research is to have low productivity among groups (Cherry, K., 2019).

The team members of a laissez-fair style of leadership will have to solve problems on their own. This is good in some aspect’s as it teaches them to assess situations, evaluate responses and readjust if needed. The drawback is that team members need to know their role and expectations. If they are not getting any guidance than they basically be bouncing around like pinballs, going in all sorts of directions (Cherry, K., 2019).

The drawbacks with this style of leadership is that it will not be good for teams who lack needed skills, direction, adherence to deadlines and motivation. The benefits are that if you have a team or group that is highly skilled and motivated will value the independence to be able to work together (Cherry, K., 2019).

I agree with both the drawbacks and benefits of this style of leadership. I think it can definitely have its place. I feel that it is not the best of leadership styles but it can be employed for certain situations. I would let my team know that here is the plan, this is what I expect, here are the resources, now I will let you run with it. I would check in with them to see how things are going.

References

Cherry, K., (2019). Pros and cons of laissez fair leadership. Retrieved from https://www.verywellmind.com/what-is-laissez-faire-leadership-2795316.

Johnson, J., (2009). Physician leadership

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I agree with the Laissez-faire leadership statement in our textbook that the leader is perceived as being indifferent to follower actions and organizational outcomes. One of the effective laissez-faire leadership situations in my department, where group members are highly skilled, motivated, and capable of working on their own is the referral/Intake nurse and coordinator morning huddles. The senior director is present, but the managers and nurses run the meeting. They discuss the number of referrals that are in the que, how many physician requests are in the que, and the escalation process that will be employed for the Tricare and State of Georgia referrals which have a 72-hour process time. Accolades for the previous days best performers are announced, and everyone is encouraged to do their best for the day. I have experiential knowledge of a laissez-faire leadership that was not positive. I worked in a department over 8 years and the assistant manager was two steps from being incompetent. She was a drag, an anvil. The manager was forced to retire, and she became the manager. She led by solicitation of opinions. She would not make a decision for herself. She would either contact our HR advisor(Stacy) for every decision, or another manager. If she was asked a question, she wouldn’t answer it immediately she would get back to you after she contacted Stacey. She was a weak manager. When the idea was good, she took the credit for it. When the idea was revealed as off the mark, she would rat out the name of the person that gave her the advice. She was indifferent to the admin team. She never celebrated any of our birthdays, or any special occasion for us. She pushed her work off on the admin team, would come to work late, go to lunch, and leave saying she was going to the Regional office for a meeting, which was not true. She was lazy, unfocused, she didn’t lead by example, a micromanager, lackd empathy, and focused on blame rather than solutions or support.

 

Read chapter 11 in the textbook.

URL:

http://gcumedia.com/digital-resources/jonesandbartlett/2009/health-organizations_-theory-behavior-and-development_ebook_1e.php

Organizations can employ the use of different leadership styles to achieve their objectives. They include democratic

HCA 545 Your text states that Laissez-faire leadership is non-leadership
HCA 545 Your text states that “Laissez-faire leadership is non-leadership, when the leader is perceived as being indifferent to follower actions and organizational outcomes”

leadership, autocratic, and laissez-faire leadership. Often, laissez-faire leadership style is perceived non-leadership when compared to the other leadership styles. The assertion stems from the fact that the leaders using this approach are indifferent to the actions of the followers and organizational outcomes. I agree with this statement due to a number of reasons. Firstly, leaders using this approach to leadership do not play any active role in organizational activities. Instead, they delegate all the authority they have to others. The employees make decisions on their behalf. As a result, there is increased risk of poor productivity not only among the employees but also in the organization as a whole

(Alvinius, 2017). Consequently, it makes it non-leadership since there is no difference between the leader and those being led in the organization.

Laissez-faire leadership style is also characterized by the authority being handed over to the employees.  However, the same leaders take the responsibility of the actions of the employees. This makes its use non-applicable to leadership since leaders should lead changes in their organizations. They should initiate strategic interventions that are used to achieve the desired competitive edge in an organization (Alvinius, 2017). Therefore, the laissez-faire leadership is a non-leadership approach since the employees lead the leader, thereby, significant inefficiencies in undertaking organizational tasks.

The use of laissez-faire leadership is applicable to some situations. They include when working with highly motivated teams with the desired knowledge, experience, and skills and when teams value independence. In these situations, the leader plays minimal roles in implementing organizational strategies. Instead, he or she monitors the effectiveness of the interventions used by the teams. An example of a situation where the use of this leadership style is not appropriate is if there is role confusion in the implementation of a strategy. The leader should define the roles and expectations of the team members in such situations (Bachelder, 2018). Therefore, the determination of effectiveness of this leadership style is highly dependent on the situation that is used in an organization.

References

Alvinius, A. (2017). Contemporary leadership challenges. Rijeka, Croatia InTech.

Bachelder, C. (2018). Dare to serve: How to drive superior results by serving others. Oakland, CA : Berrett-Koehler Publishers.