LEADERSHIP & MANAGEMENT 1
Leadership and Management
Caroline Hall
School of Business, Liberty University
MGMT 501: Executive Leadership and Management
Respectfully Submitted to Dr. Bill White
August 25, 2022
Author Note
Caroline Hall
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Caroline Hall.
Email: chall197@liberty.edu
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Leadership and Management
Leadership and management have become crucial components of healthcare administration in
today's healthcare industry. Therefore, healthcare administrators must understand that the
healthcare industry is rapidly changing and must be able to communicate clearly with their staff
members. Clear communication is the primary goal within healthcare organizations when
changes are needed to improve patient care (Eberman et al., 2021). In the past, leadership and
management were used synonymously. However, that is no longer the case as the healthcare
industry evolves. According to Satterlee (2018), leadership and management should no longer be
used synonymously because each term has meaning. Leadership is defined as a person's ability to
influence others, depending on whether the person possesses those followers to seek. Therefore,
leadership can be transactional or transformational (Satterlee, 2018). In contrast, management
embodies the functions of planning, organizing, leading, and controlling human and other
resources to achieve goals efficiently and effectively (Satterlee, 2018). Furthermore, healthcare
administrators must understand each employee's roles and duties as they depend on the
organization's level at which the administrator functions.
Three Concepts of Leadership and Management
After this week’s assigned reading, the writer can identify three concepts related to this
week’s discussion post. Those three concepts are transformational leadership vs. transactional
leadership, followership, and types of power.
Transformational Leadership
Transformational leadership is a process of envisioning a desired outcome, analyzing
present reality, and realizing the opportunities for improved healthcare delivery via cultural
change within the healthcare organization (Fletcher et al., 2019). Furthermore, transformational
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leadership requires the healthcare administrator to establish, communicate, and motivate others
to pursue the healthcare organization's goals. Therefore, communication is the primary focus of
transformational leadership for efficiency within the healthcare organization. Healthcare
administrators must understand that communication is key to effective leadership and that
understanding the needs of their staff and the healthcare organization is crucial. According to
Robbins & Davidhizar (2020), transformational leadership involves working as a team with the
healthcare administrator as the transformational leader. Therefore, the vision of the
transformational leader should focus on a unified plan that meets the healthcare organization's
goals. Since communication is the primary focus of transformational leadership, it has become
one of the most popular approaches to leadership in the healthcare industry (Northouse, 2019).
To be a successful transformational leader, healthcare administrators must possess specific
personality characteristics and behaviors.
Furthermore, transformational leaders must understand how their personality
characteristics and behaviors affect their followers. Northouse (2019) explains that personality
characteristics include dominance, the desire to influence, self-confidence, and strong moral
values. Furthermore, the transformational leader should possess behaviors that set a robust role
model, shows competence, articulate goals, communicates high expectations, express
confidence, and arouses motives (Northouse, 2019). Transformational leaders are more likely to
influence their followers positively if they possess these personality characteristics and
behaviors. Therefore, followers will trust the leader's ideology, believe similarities between the
leader and followers, have unquestioning acceptance, be affectionate toward the leader, be
obedient, identify with the leader, be emotionally involved, have heightened goals, and increase
the confidence of the organization.
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Transactional Leadership
Transactional leadership is a process that involves a style of reward and punishment that
focuses on daily functioning within the healthcare organization (Robbins & Davidhizar, 2020).
Furthermore, transactional leaders apply management principles, guide followers to achieve
goals, and clarify the follower's role and task requirements (Satterlee, 2018). The most
significant difference between transformational and transactional leadership is that transactional
leaders do not individualize their followers' needs or focus on their development. Furthermore,
transactional leaders exchange things of value with followers to advance their own and their
followers' agendas (Northouse, 2019). Thus, the transactional leader is not engaging and is not as
respected as the transformational leader.
Followership
Satterlee (2018) states that a leader cannot lead without followers. Therefore,
followership puts the spotlight on followers and the role the followers play in the leadership
process (Northouse, 2019). Healthcare administrators must find ways to interact with and engage
their followers to achieve organizational goals. Therefore, leaders must provide their followers
with a good reason to comply with organizational goals so that they are respected and understood
within the organization. When leaders take the time to gain the respect and support of their
followers, they are more likely to achieve their personal and the organization’s goals. Satterlee
(2018) explains that influential followers do not require constant praise as they often evidence
several essential qualities managers share, including intelligence and self-reliance. Therefore,
these findings have shown that influential followers manage themselves and are more committed
to the organization (Satterlee, 2018; Tschannen et al., 2018). When leaders are gaining the
respect and trust of their followers, they must understand that there are five different types of
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followers. The five types of followers are isolates, bystanders, participants, activists, and
diehards (Satterlee, 2018). Isolates are usually detached from the organization and do not care
about, or respond to, their leaders (Satterlee, 2018). Bystanders usually observe from the
sidelines and disengage from their leaders and organizations (Satterlee, 2018). Participants are
engaged in the organization and care enough to make an impact (Satterlee, 2018). Activists feel
strongly, one way or another, about the organization and leaders and act accordingly (Satterlee,
2018). Diehards are devoted to their leaders and exhibit all-consuming dedication to someone or
something they deem worthy (Satterlee, 2018).
Types of Power
Other tactic leaders use to influence their workers to meet organizational goals is
exercising their power. Satterlee (2019) explains that power is the ability to influence behavior so
that followers comply with their wishes. There are five types of power. The five powers are
legitimate, reward, coercive, expert, and referent (Satterlee, 2018). Legitimate power is held by
title and is irrespective of the person who has the title (Satterlee, 2018). Reward power is the
ability to give something that employee values as a reward (or to withhold) to manage employee
behaviors (Satterlee, 2018). Coercive power is the ability to force compliance and does not yield
tangible results (Satterlee, 2018). Therefore, coercive power usually involves threatening an
employee with separation from the organization. However, coercive power can be intangible if
the employee is not included in future staff meetings (Satterlee, 2018). Expert power gives power
to an individual with exceptional knowledge, skill, or ability that other employees lack (Satterlee,
2018). Therefore, people with expert power may not hold a meaningful title, but other employees
will seek their advice and guidance when needed. Referent power displays admirable
characteristics others seek to possess (Satterlee, 2018). For example, an individual will choose to
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follow someone with referent power because that person possesses traits and characteristics that
the individual admires. Therefore, charismatic people and celebrities possess referent power
(Satterlee, 2018).
Biblical Integration
Leadership is exhibited throughout the Bible, and biblical contexts can be integrated into this
week’s discussion on leadership and management. Therefore, leaders should strive to lead like
Jesus to gain followers who wish to pursue common personal and organizational goals. An
example of a biblical leader is the Apostle Paul. At the beginning of his life, Paul had no desire to
be a Christian and persecuted Christians for their beliefs in the Bible and God. Paul was
transformed on the road to Damascus and was given insight and desire to serve God and teach
His word to others so they could be led to Christianity, become saved, and receive everlasting
life. Therefore, Paul became a fearless leader for other Christians who gave their lives to God
and allowed God to lead their lives. This is evident in Isiah 40:31 and Isiah 41:10. Isiah 40:31
states, “But those who wait on the Lord, shall renew their strength; They shall mount up with
wings like eagles, they shall run and not be weary, they shall walk and not faint” (King James
Version, 2014). Isiah 41:10 states, “Fear not, for I am with you; Be not dismayed, for I am your
God. I will strengthen you, yes, I will help you, I will uphold you with My righteous right hand”
(King James Version, 2014).
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References
Eberman, L.E., Nye, J.R.E., Neil, E.R., & Games, K.E. (2021). Leadership and management
perspectives from athletic health care executives. Athletic Training Education Journal,
16(1), 1-12. https://web-p-ebscohost-com.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?
vid=0&sid=6c6d69e0-ab10-4451-88ff-38a5e34778a0%40redis
Fletcher, K.A., Freidman, A., & Piedimonte, G. (2019). Transformational and transactional
leadership in healthcare seen through the lens of pediatrics. The Journal of Pediatrics,
204(1), 7-9. https://www-sciencedirect-
com.ezproxy.liberty.edu/science/article/pii/S0022347618314197
King James Version giant print bible / simulated leather. (2014). TGS International.
Northouse, P.G. (2019). Leadership theory & practice. Sage.
Robbins, B. & Davidhizar, R. (2020). Transformational leadership in health care today. The
Health Care Manager, 39(3), 117-121. https://oce-ovid-
com.ezproxy.liberty.edu/article/00126450-202007000-00002/HTML
Satterlee, A. (2018). Principles of management and leadership: A Christian perspective.
McGraw-Hill Custom.
Tschannen, D., Dorn, R., & Tedesco, C. (2018). Improving knowledge and behavior of
leadership and followership among the interprofessional team. International Journal of
Medical Education, 9, 182-188.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6129167/
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