Leadership

Difference between Leadership & Management

Leadership Management
• Provides the direction of where one is going • Provides the road to get to where one is going
• Patterns of behaviors used to engage others to • Effective management uses certain talents to work
complete tasks in a timely and productive manner with people to get things done
• Leaders have a vision of what can be achieved, • Requires an optimal mix of skilled personnel,
communicate this to others, and evolve strategies dedicated people and task-oriented leaders to
for realizing the vision. They motivate people and achieve its goals
are able to negotiate for resources and support • Uses human financial, physical and information
systems to achieve their goals resources available to an organization
• In the resource constrained and difficult • Managers ensure that available resources are well
environment leadership plays a pivotal role in the organized and applied to produce the best results
meaningful existence and success of the
organization

Primary Management Function Ex. Printing the results by medical

1. Planning and prompt decision- making technologist, checking on the results, if the
2. Organizing results are correct
3. Leading 5. POST- POST ANALYTICAL PHASE
4. Controlling/evaluating refers to result interpretation,
recommendations for any follow-up testing, printing or
electronic delivery of results
Ex. Refer to physician

Roles and Responsibilities in The Laboratory

• LABORATORY LEADERSHIP
- must be aligned with the organization’s vision
towards a high standard of performance that will
translate a high-quality result within an
acceptable turnaround time.
Sequential Phases in Laboratory Testing Process - must be accomplished through the diligent daily
1. PRE- PRE-ANALYTIC PHASE practice of maintaining the balance between
Pre-pre analytical phase encompasses test potential conflicts involving patient care
selection by the clinician and the test ordering process. (quality), maintaining productivity (how many
Ex. Consultation process of the patient with the specimens are processed, turnaround time), and
physician, test order of the physician. operating within financial constraints (budgetary
2. PRE- ANALYTIC PHASE allowance for maintaining workflow, quality
involves the collection of the specimen, its
control (QC) measures and reducing waste).
storage, and transportation to the laboratory, as well as,
documentation of its receipt, sorting, and other Stratification/Ranking/Levels of Management Staff
processing for testing 1. FIRST LINE MANAGERS:
3. ANALYTICAL PHASE - supervisors, team leaders, chief
includes sample testing along with any quality technologists; more concerned on
assurance (QA) procedures. completing the day’s work; uses technical
Ex. Quality control procedures, testing skills
procedures of specimen being submitted to the - A major role for laboratory managers and
clinical laboratory supervisors involves making sure that
4. POST ANALYTICAL PHASE processes operate in accordance with
involves result verification and reporting standards, assuring acceptable quality and
 turnaround time, maintaining efficient ROLES OF CLINICAL LABORATORY LEADER
workflow, and containing costs 1. CHAMPION FOR QUALITY
- During the implementation of Standard - Good leadership is characterized by
operating procedures (SOPs), laboratory competency in practice, involvement in quality
manager and supervisors are responsible management (QM), being an effective problem
for monitoring whether staff follows solver and strategist, one who pursues
procedural steps. improvement and excellence in service, and
- WHAT are SOPs (standard operating promotes the development and sustainability
procedures? processes in the medical of this service.
laboratory are maintained in written 2. COMPETENT PRACTITIONER
format - Such leaders are competent in working with
2. MIDDLE MANAGERS: other experts in laboratory science, patient
- operation managers, division heads; safety, technology, epidemiology, informatics,
engaging in a variety of activities that communications, and the public and other
maybe strategic as well as tactical areas of healthcare. Leadership in laboratory
- critical to effective laboratory operations. medicine is also concerned with competency in
- Monitor efficiency and effectiveness of a specialty area and being able to recognize
staff members new and beneficial developments that can be
- Professionally qualified pathologists and translated into the local environment toward
medical (laboratory) scientists play their overall improvement in patient care
roles in interpreting test results, clinical 3. SCIENTIST
decision making, developing new methods, - As a scientist, the laboratory leader is
verifying currently used methods, quality meticulous in drawing attention to detail and
benchmarking and serving as consultants finds himself/herself on the cutting edge of
for clinicians. new development and reorganization and is
3. TOP MANAGERS: also expert in the operations of the
- lab directors, CEOs, Chief financial organization and apt to perform investigations
officers, chief information officers; towards improving service quality and
concentrate on strategizing and planning efficiency, but also to conduct applied
for the next 1-5 years; may not possess laboratory research to address health problems
technical skills - the laboratory leader is a lifetime learner,
- there is a business manager who takes always learning through regular attendance
primary responsibility for finances, budget, and participation in seminars, journal reading,
contract management, referral of samples attending annual professional conferences, and
and marketing. presenting the findings of their own
- designated quality officer oversees the investigations to the scrutiny of and towards
management of quality issues. growth and development of the field
- Quality officers also drive the quality 4. PROMOTER OF THE CLINICAL
planning and auditing process and help LABORTAORY
prepare for laboratory accreditation. - The laboratory leader is also a promoter of the
monitoring and evaluation of laboratory
services by regularly attending meetings and
Roles of Clinical Laboratory Leader events influencing and impacting laboratory
service delivery, promoting more effective
integration and application of the laboratory
services to patient care in medical decision
making and outcomes
5. VISIONARY MANAGER
- The leader is actively engaged in the
laboratory quality management system
(QMS). As a champion of quality of care and
patient safety, the laboratory leader organizes
comprehensive laboratory safety and risk
assessments and ensures such activities are
familiar and ingrained in the local workplace
culture
 Leadership Traits and Skills
Summary of Roles and Responsibilities in The Testing • Character traits
Process - are to a degree imprinted in our genetic
1. CLINICIAN makeup but can be further developed by
- Works out the patient’s presenting symptoms family upbringing and other
and selects the appropriate test(s) environmental factors
2. PHLEBOTOMIST - Intelligence, adjustment, dominance,
- Collects specimens, stores and packs them for extroversion, conservatism, alertness,
transport to the laboratory
insight, responsibility, initiative,
3. COURIER/PORTER
persistence, self-confidence,
- Transports the specimens and request forms to
cooperativeness, tolerance, influence,
the laboratory.
4. SUPPORT STAFF sociability, drive, motivation, integrity,
- Registers and sorts specimens received by the confidence, cognitive ability, task
laboratory, warehousing of reagents and knowledge.
consumables.
Favorable traits for leadership include
- Supply officers
adaptability to different goal orientation,
5. TECHNICIANS AND TECHNOLOGISTS
- Prepares specimens, maintains instruments situations,
and reagents, analyzes QC and patient alertness to the social assertiveness,
samples, verifies and reports test results. environment,
6. CLINICAL PATHOLOGIST / MEDICAL openness, intelligence,
SCIENTIST honesty, creativity,
- Verifies requests and test results and writes self-discipline (integrity), cooperativity,
reports based on manual delta checks, review passion, decisiveness,
of patient history, diagnosis, medical compassion, dependability,
treatments, etc. Provides consultation for QC empathy, firmness,
reviews, EQA reviews, method verifications, humility, energetic,
instrument validations, and workflow
having a sense of humor, inspiring,
revisions.
ambition, motivating,
7. LABORATORY SUPERVISOR
- Implements workflow policy, monitors QC self-confidence, persistence,
trends, take stock of reagents, consumables, tolerance to stress, willingness to serve and
and orders, plans staff rosters (elective and assume responsibility
sick leave), configuring new tests in the Of all, integrity stands out as a basic one that nurtures
laboratory information system (LIS) and on other traits
the instrument (interface), checks raw data,
signs off host queries and transmission of
results into the LIS. Leadership Skills
8. IT STAFF
• Skills
- Support of LIS (hardware and software),
maintenance of databases, data safety and - are the acquired abilities one develops
security over time through training, mentoring,
9. LABORATORY MANAGER experience and behavioral change.
- Oversees supervisors and communicates with - Leaders require interpersonal (social)
pathologists/medical scientists and clinicians skills that contribute to effective
in revising test menu, setting up reflex testing, listening, answering, explaining, writing,
implementing new tests, managing referrals, speaking, presenting, facilitating, and to
managing instrument contracts, sending out being diplomatic and tactical, persuasive,
communications to the clients for any delays and influential; and coupled with
or changes, preparing instrument organizational skills, administrative
specifications for tenders. skills, cognitive and conceptualization
skills, and mathematical skills
 - Expertise in the field where the leading 4. SITUATIONAL LEADERSHIP STYLE
takes place is an additional skill. - brings three factors into play in affecting the
- Of these, expertise in the field and inter- leader’s decision:
personal skills than to stand out as most 1. the situation,
important. 2. the capability of the followers, and the
3. capability of the leader.
- The leader adjusts to whatever limitations
Leadership Styles presented by subordinates and the situation
1. CHARISMATIC LEADERSHIP STYLE itself. Adaptability is the key here. These
- Charismatic leadership is a modern leadership leaders need to be as dynamic as the different
style. situations they are faced with.
- uses charm to get the admiration of their - This is also important in the laboratory where
followers. many factors can influence day to day
- show concern for their people and they look operation despite efforts to maintain stability
after their needs. and standardize processes.
- create a comfortable and friendly atmosphere - A situational leader adjusts to the changing
for their followers by listening to them and circumstances to cope with challenges and this
making them feel that they have a voice in leader must know team members well in order
decision-making. to strategize a new plan
- Examples of famous charismatic leaders are (join/coach/delegate/tell). The clinical
Winston Churchill, Bill Clinton, Barack laboratory is one of the contexts where the
Obama, and Nelson Mandela. situation can change (at times unexpectedly)
- In laboratory service the need for such leaders thus such style may be useful.
is greatest at the top for inspiring, motivating, 5. LAISSEZ-FAIRE LEADERSHIP STYLE
forward-thinking, moving the whole - Laissez-faire leadership style, also known as
organization to the next level and most delegative leadership, involves a hands-off
importantly developing other leaders. approach, allowing group members to make
2. DEMOCRATIC LEADERSHIP STYLE decisions.
- usually seen in corporate settings. - The Laissez-faire leader can be effective in
- Participatory leaders act as facilitators. They situations where group members are highly
facilitate the development of ideas and the skilled, motivated and capable of working on
sharing of information with the end goal of their own (expert group members).
arriving at a decision. - The laissez-faire style can be used in situations
- The final decision ultimately rests on the leader where followers have a high-level of passion
but all considerations and factors of a decision and intrinsic motivation for their work.
come from the collective mind of the group - Laissez-faire leadership is less useful in
under this leadership. situations where group members lack the
- Such leadership becomes important to the knowledge or experience required to complete
laboratory, especially when facilitating tasks and make decisions.
significant short-term and long-term change - In some situations, the laissez-faire style leads
(change management). to poorly defined roles within the group. Since
3. AUTOCRATIC LEADERSHIP STYLE team members receive little to no guidance,
- also known as authoritarian leadership, they might not be sure about their role within
- is a leadership style characterized by the group and what they are supposed to be
individual control over all decisions and doing with their time.
allowing little input from group members. - Laissez-faire leaders are often seen as
- Autocratic leaders typically make choices uninvolved and withdrawn, which can lead to
based on their ideas and judgments and rarely a lack of cohesiveness within the group. Since
accept advice from followers. the leader seems unconcerned with what is
- Autocratic leadership involves absolute, happening, followers sometimes pick up on
authoritarian control over a group. However, this and express less care and concern for the
there can be situational benefits in this style as project. Some leaders might even take
it can be used when urgent decision making advantage of this style as a way to avoid
based on justifiable need is required. personal responsibility for the group's failures.
When goals are not met, the leader can blame
 other members of the team for not completing 8. QUIET LEADERSHIP STYLE
tasks or living up to expectations. - Quiet leadership style involves leading by
6. TRANSLATIONAL LEADERSHIP STYLE example.
- Transactional leadership style establishes a - Quiet leaders do not tell people what to do or
clear chain of command. The leader motivates force people to do things that they are not
subordinates by presenting rewards and willing to do.
punishments. All requirements for a - They do not give loud speeches, sweeping
subordinate are clearly stated with statements, and clear-cut orders.
corresponding rewards. If subordinates fail to - Quiet leaders do what needs to be done, and
satisfy those requirements, they will receive a inspire their followers to do the same. They
corresponding punishment. may plan and calculate quietly without
- Example. communicating with their members.
1. Coaches of athletic teams provide one - Examples of the quiet leader are Rosa Parks,
example of transactional leadership. These King George VI, Abraham Lincoln, and
leaders motivate their followers by promoting Woodrow Wilson.
the reward of winning the game. They instill - This style is not useful in the laboratory
such a high level of commitment that their environment according to our experience but
followers are willing to risk pain and injury to this may depend on the culture of the staff (the
obtain the results that the leader is asking for. way they behave in the workplace). Not being
2. Former Wisconsin state senator, Joseph explicit about the consequences or actions to
McCarthy, and his ruthless style of accusing be taken when unfavorable behaviors are
people of being Soviet spies during the Cold observed, and also not being able to take
War. By punishing for deviation from the actions, are detrimental parts of this style.
rules and rewarding followers, McCarthy 9. SERVANT LEADERSHIP STYLE
promoted results among followers. - Servant leadership style involves the leader
3. Charles de Gaulle. Through this type of taking care of the needs of his followers first
reward and punishment, he was able to before taking care of their own. Instead of
become the leader of the free French in a crisis acting like a king to their subordinates, these
situation. leaders act as servants. The leader feels that
- This style can be useful in the laboratory they need to serve their followers rather than
especially when staff does not follow force upon them what they want.
procedures and policies. It relies on the human - Famous examples of servant leaders include
nature of responding to the conditioning of George Washington, Gandhi, and Mother
good and bad outcome. Theresa. Nelson Mandela can also be included
7. TRANSFORMATIONAL LEADERSHIP STYLE as he was ready to die for his people.
- Transformational leadership style involves - Leading by example (of serving the
leading by motivating followers, through community/patients) related to this style and it
appealing to their followers' ideals and morals is useful in laboratory practice where human
and thereby motivating them to accomplish rights, ethics, and professional conduct is to be
tasks. modeled.
- Basically, these leaders empower their
followers using their own beliefs and personal
strengths. Simply put, they inspire their
followers.
- Examples:
1. Martin Luther King Jr.
2. Gandhi,
3. Mother Theresa
4. Nelson Mandela
- The difference between Transformational
Leadership and Transactional leadership is
that the former solves the root of the problem,
and allows the tree to flourish whilst the latter
handles day-day changes as they come without
paying attention to the root of the problems.