Session 1
Management and Leadership
The purpose of this session is to explore the concepts of management and leadership, understand their similarities and differences, and discuss their roles in organisational contexts. Furthermore, the session aims to discuss the challenges faced by a healthcare organisation during a discussion on whether leadership or management principles should be applied to address the issues effectively. Additionally, we explore responsible management in the context of responsible leadership and evaluate the management and leadership functions in a case study.
Activity 3.1.1
What is leadership and management and how are they similar and how are they different? Considering your response, add examples and dimensions to illustrate the similarities and differences.
Activity 3.1.2: Case study discussion
Scenario: You are a senior executive in a large healthcare organisation that is undergoing a significant transformation to improve patient care quality and operational efficiency. The organisation has recently implemented a new electronic health record (EHR) system across all departments. However, the transition has been met with resistance from the staff, resulting in delays, decreased productivity, and frustration among employees.
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Debate Question: In this challenging situation, should the organisation focus on applying leadership or management principles to address the issues effectively?
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Debate for and against: What is leadership, what is management?
I believe that because the root issue lies in motivation and engagement, leadership is the most applicable to addressing staff resistance to the new EHR system. Resistance often stems from fear of change or a lack of understanding of the long-term benefits. Leaders can tackle this by empathising with staff concerns and clearly communicating how the new system will improve workflows, enhance patient outcomes, and reduce administrative burdens.
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A strong vision is key to leadership. By focusing on the bigger picture, leaders can inspire staff to see the EHR system as a tool for improving their daily work and advancing the organisation's mission. This approach helps shift attitudes from resistance to acceptance by linking the change to shared values and outcomes.
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Leadership also empowers individuals to drive change from within. By identifying influential staff as "change champions," leaders can encourage a positive ripple effect. These champions can model productive attitudes, helping others adapt to the new system while reinforcing a culture of progress and unity.
Activity 3.1.3: Responsible Leadership in Management
Considering that management is an important function, how would and should a manager manage within the context of responsible leadership? In other words what would a responsible management framework look like?
Responsible leadership, as outlined by Pless and Maak (2006), emphasises the relational aspects of leadership. This perspective to responsible leadership encourages trust, inclusivity, and a sense of shared purpose. In a management context, this translates into a framework that prioritises ethical decision-making and stakeholder engagement.
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Managers must recognise their role as leaders in relationships with employees, patients, and other stakeholders. This involves actively listening to concerns, addressing competing interests, and striving for decisions that benefit all parties. For example, in healthcare, a manager could balance operational efficiency with the well-being of staff by implementing systems that reduce workloads while maintaining high-quality patient care.
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Regarding ethical responsibility, managers must lead by example, demonstrating integrity, transparency, and fairness in their actions. They should embed these values in policies and practices to build a culture of trust. For example, when introducing a change like an EHR system, a responsible manager would ensure that employees are properly supported with adequate training and open communication channels to voice their concerns.
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The relational aspect of responsible leadership also calls for empowerment and inclusion. Managers should create opportunities for employees to participate in decision-making processes, thereby creating a sense of ownership and commitment. Collaborative efforts, such as forming focus groups or engaging frontline staff in implementation strategies, strengthen organisational cohesion and promote shared accountability.
