BUS 490 case study 7 - Lecture notes
1. In this situation, what leadership traits and techniques are obvious? The following leadership
traits and techniques are covered in the case study: The CEO created a corporate vision that the
business must realize in order to boost employee morale and, consequently, enhance
performance. The leader created a structure of ownership and transparency in the team by
instilling a sense of urgency. To ensure that all of the leaders at all levels of management were
aware of the company's objectives and general goals to be attained, the leader devised a
systematic leadership process. The company's aims and objectives were defined through action
plans and strategic procedures. Leaders used the "performance review" process to inspire and
motivate their teams to provide better work. It should be noted that all of the aforementioned
leadership techniques and behaviors aided the business in growing its clientele and vastly raising
quality of care.
2. Does their style of leadership seem to be more transformative or transactional? Why? The
Transactional Leadership Theory holds that certain leaders may develop the capacity to motivate
their staff to make extraordinary efforts to accomplish organizational goals through actions such
as contingent rewards and active and passive management by exception. As a result, the
leadership style appeared to be more transactional. In this case study, the leaders introduced
strategies for "reward and recognition of high performance" that "ensures associates feel
acknowledged and motivated" and "creates a rhythm of accountability and leads to subsequent
associate development" through the "Capability Determination/Workforce Learning and
Development System". It should also be noted that the leaders' approach completely embodies
the Transactional Leadership Theory since "contingent reward behavior involves explanation of
the labor necessary to receive incentives to impact motivation." Also, in line with the
aforementioned philosophy, leaders created "guidelines and procedures at all organizational
levels [to] guarantee that the overarching aim of governance is realized and monitored through
[clear] benchmarks and goals.
3. Draw a model of the GSLS leadership structure that will aid in effectively conveying its
philosophy and strategy to the hospital's staff. The Good Samaritan Leadership System, also
known as GSLS, was designed by the leadership and "ensures that all leaders at every level of
the organization understand what is expected of them" (figure 1.1-1). The GSLS has undergone
several cycles of improvement in order to map the system to leadership skills and assisting
leaders' growth. It is evaluated yearly. By giving them the skills to model the GSAM principles
and lead consistently in a system where "patients and stakeholders are at the core of the
Leadership System Driven by GSLS," the GSLS aligns and integrates leaders at all levels.
