Leadership behaviour

Agnew, C. and Flin, R. 2014. Senior charge mrrses leadership behaviours in relation to hospital ward safety A mixed method stu. International Journal of Nursing Studies, 51, 768-80. 

Leadership Behaviour and Safety Culture in the UK NHS A Manager s Perspeetive... 

Bohan, P. and Laing, M. 2012. Can leadership behaviour affect quality and safety British Journal of Healthcare Management, 18(4), 184-90. 

Roles of students (team structure) within the group Is there gendered or cultured leadership behaviour ... 

So far leadership has been presented as something you do rather than something you are. Charismatic leadership, in which the leader commands his or her followers by what seems to be force of personality, may fall outside this doing or behavioural approach. On the other hand, there have been several attempts to describe charismatic leadership in behavioural terms. 

J. A. Conger and R. N. Kanungo (1988a), who describe charisma simply as an extraordinary talent for influence or leadership , question whether there is such a person as a pure charismatic leader who could be charismatic in any circumstances. Charlsmatlcs observed by researchers, they conclude, have been observed to go about transforming a situation in a special way for which they are accorded the attribute of charisma . Their summary of charismatic leaders observable behaviour discerned by research is presented in Box 3.5. 

Leadership also has the role of ensuring that the relevant information requirements for collective action are fulfilled. A more formal statement of these requirements is found in 6.2.3. Here I only insist on the fact that every incipient strike or revolution must overcome the natural seep-tidsm and suspicion of the would-be participants. Each individual may be willing to do his share, on the condition that others will do theirs -and good leadership may be necessary to persuade him that this condition is in fact met. The need for such reassurance wilt depend on how much the individual stands to lose from engaging unilaterally in the relevant behaviour. 1 now turn to these issues of motivational strength. 

Managerial style is linked with culture, as the latter often defines, implicitly or explicitly, acceptable behaviour for a person with these responsibilities. A distinction commonly made is between managers whose primary responsibilities are operational and those who have more strategic and visionary responsibilities. Kotter (1990) describes these as managerial and leadership roles, respectively, while Bass and Avolio (1990) refer to transactional and transformational leadership. In reality most managers and leaders perform both roles but to differing degrees. 

Saari, J. (1994) When does behaviour modification prevent accidents Leadership and Organization Development Journal, 15(5), 11-15. 

Culture therefore is maintained and manifests in social processes and interactions. Everyone in an organization contributes, consciously or not, to its culture. What emerges may be positive and safety conscious or, over time, drift to a relentless negativity in which aU marmer of dangerous behaviour is tolerated or even encouraged. Maintaining a safety culture, indeed any kind of culture, requires leadership and ongoing work and commitment from everyone concerned. 

Team leadership in all its forms is particularly critical in high risk activities. For example, team leaders influence safety attitudes and behaviour in the workplace, such as compliance with safety related rules and procedures and are key to the effective management of emergencies (Flin and Yule, 2004). Rigid hierarchies in healthcare teams may not be conducive to high quality care however, leadership, clarity of purpose and roles remain critical. 

Patient Safety Culture and Organisational Behaviour Integrating Error, Leadership and the Work Environment... 

Leadership is another important determinant of patient safety culture and patient safety outcomes (Katz-Navon et al. 2009 Wong and Cummings 2007). This is because leaders are often the drivers of safety culture within the organisation. They set the example for employees through their behaviours (Maierhofer et al. 2000). They also shape subordinate behaviour through the provision of rewards or punishments (Hinze 2002). When leaders take time to discuss safety with employees, employees demonstrate less unsafe behaviour (Zohar and Luria 2003). Similarly, if leaders do not make safety a priority among their team, this will be... 

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