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Information Share versus Restriction of Information

Discuss about the Organizational Leadership on Physician Burnout.

The traditional leadership style is also known as command and control leadership or the directive leadership having roots in industrial revolution. It is a set of values and beliefs in a community but has become invalidated by the new paradigm (Yang, 2015). New paradigm is defined as a new approach of doing things which effects on business. The new technology changes the way human beings interact and think about something. The alternatives to traditional leadership is the new paradigm. The new paradigm emphasizes on sharing of values, services and collaborating with other members unlike the old paradigm whereby people have self-interest and excluding other members in decision-making (Gaddis & Foster, 2015). Stewardship is a form of new paradigm leadership, which is progressive, which involves presiding over an orderly power distribution in that it gives subordinates at the bottom of an organization a chance to participate in decision making by serving as a customer and citizen. The several key differences between new paradigm mode and old paradigm model of leadership are for example, information Share versus Restriction of Information:

Information Share versus Restriction of Information is one of the difference between the new and old paradigm. In the old paradigm model, subordinates are denied crucial information of the organization because the information is only communicated to people who need to know. Leaders become rigid on passing information such as termination of projects, the dismissal of staff members and also restructuring the organizational staff. Delegation of duties to the subordinates in the old paradigm is also a rigid process due to lack of trust and confidence by the leaders to delegate duties having in mind that the subordinates might not deliver their works properly in accordance to the organizations expectations.

The leaders also lack the skills to delegate such as giving little guidance to the subordinates and expecting them to deliver exaggerated targets that they might not be able to reach. This kind of actions lead to employee dissatisfaction, which leads to lack of commitment by the staff (Schwalbe, 2015). In return, employee turnover rates tend to become high as well as absenteeism. Hoarding back important information provides protection to the organization, which is obviously unnecessary because work process responsibility is essential to the subordinates.

Stewardship on the other hand focuses on informing employees about incoming projects, restructuring the organization and delegation of duties (Casserley & Critchley, 2010). This enables employees make informed decisions by participating in the organizations decision making process Sharing of information brings about a large pool of ideas from individuals, commitment and empowerment, increases collaboration therefore leading to achievement of organizational mission and vision as information flows freely across all levels of the organization.

Self-interest versus Service and Purpose

Self-interest versus Service and purpose is another variation between the new and old paradigm. Old paradigm models of leadership are often driven by own self-interest in order to achieve high targets on revenue, self –profile, and maximization of power and control. The new paradigm emphasizes on the wellbeing of communities by giving back to society and also improving the lives of their subordinates. The subordinates are therefore given intrinsic and extrinsic rewards after accomplishing their targets in the organization (Shanafelt et al., 2015). The intrinsic rewards are those that come from achieving targets in the job itself and they are more psychological that cash means. They include rewards such as applauding a subordinate for the good job well done, Recognition and the status, which the subordinate’s position at the job holds. Extrinsic rewards on the other hand are separate from the job itself and they are more in cash means than psychological, they include; pay, benefits, cash and non-cash incentives. This improves the motivation standards of the subordinates as well as commitment in pursuing their work due to transparency and consideration of respect given by the top leaders.

Egalitarian Leadership and the Class System structures can also be used to understand the distinct two kinds of leadership. The Egalitarian leadership is more of non- hierarchical in structure, the new paradigm model of leadership emphasizes on abolishing this system because others are seen as being more superior to others in terms of position. The new paradigm views everyone regardless of their position and status to have the same conduct of behavior, rewarding system and achievement of organizations mission and vision. The old paradigm of leadership gives the leaders at the top advantages in setting reward systems by giving them more and the subordinates less. Egalitarian leadership structure facilitates a nonhierarchical form of leadership in which leadership is shared among members of staff in the organization.


There are different kind of leadership that are evident in different business settings. Autocratic leadership is one of these types. It is a form of centralized leadership whereby subordinates are not involved in decision-making process. The leader exercises full control over all decisions and little input from the group members. The leaders make choices based on ideas and judgment of their own. The advantages of this kind of leadership is that decision making process is fast compared to other forms of leadership styles, confidential information is secure can be used where a great deal of pressure is involved. The disadvantage is that it is involves dictatorship, it is rigid and less flexible. However, it is different from the democratic leadership which is a decentralized type of leadership whereby, subordinates are involved in the decision making process. It is also known as participative leadership or shared leadership. Ideas move freely amongst as discussions on projects are discussed openly (Bhatti et al., 2012). Advantages of democratic leadership is that it enhances a creative environment, creates empowerment among team members, it enables problem solving skills for complex issues and it is highly applicable in many organizations. The disadvantages are that decision-making process is time consuming and an element of uncertainty is created.

Egalitarian Leadership and Class System Structures

Additionally, some organizations leadership styles are based on paternalistic leadership styles. This involves a dominant authority figure where the leader acts as a patriarch where the subordinate staff is treated as family and the leader expects nothing less than trust and loyalty from the employees. This type of leadership protects the subordinate staff, is more appropriate for a business with formal and hierarchical structure, and does not involve creative thinking from the subordinates. The leadership style varies from the Laissez-faire leadership, which is a delegate form of leadership. The subordinate staff is allowed to make essential decisions. Most researchers argue that the laissez faire leadership leads to the lowest productivity levels among group members. It is also direct opposite to autocratic form of leadership as it is non-authoritarian leadership style where leaders believe that people perform better when they are left alone to make their own prompt decisions through provision of necessary tools and resources. It is usually advisable to apply this type of leadership where subordinates are highly skilled with relevant qualifications (Denhardt & Denhardt, 2015). Advantages of laissez -faire leadership include: It brings about freedom among employees which results to great commitment and empowerment among employees. It is used in situations whereby subordinates have a high level of intrinsic motivation. Businesses which attract laissez-faire leadership of usually engaged in a highly creative business The drawbacks are that it is not applicable in organizations where subordinate staff lack experience and knowledge in completing tasks and making essential decisions because not everyone has the discipline to manage projects and set own deadlines.


In organization leadership, there is the same characteristics of leadership that is required in the new paradigm model. One of them is that, the leader inspires a shared vision. This implies that the leader communicates the vision to the subordinates and influences the subordinates to achieve tangible results through a shared vision and maintain the status quo. A shared vision inspires commitment by employees by owning the vision themselves (Alberts et al., 2015). A vision owned by the leader only can never become strong to create changes in the organization. Additionally, the leader should also challenge the process. The leader should be the ultimate pioneer by conducting environmental analysis and know which internal and external forces face by the organization. He should know how to curb the challenges and also the emerging trends in the market on how to diversify into new strategies. A leader should be innovative and be able to inspire trust and confidence (Li et al., 2018). He should concentrate on the one of the 3p’s of Service marketing, that is, The People, which includes the external and internal clients. The external clients are usually the customers, he should know their taste and preferences, and acquire customer feedback. The internal clients are employees, the leader should concentrate on employees by motivating them through inspiration.

Types of Leadership Styles

The manager is a leader, and he is expected to initiate others to Act, command and control the organization New paradigms should be carefully enacted through enabling trust, collaboration and commitment, which leads to successful leadership. This involves giving out essential information and skills in order for the subordinates to perform the job well. A trust based leadership environment is a successful environment and organization. He gives encouragement to their subjects. The leader does so by showing acknowledgement, rewarding subordinates through intrinsic and extrinsic rewards as well as celebration of achieved targets. Give your employees consideration by showing them that they truly matter and their contribution to the organizations success cannot go unrewarded. The leader should not only focus on his self-interests through growing out beyond his status quo. He should be able to focus on the ones driving the success of the organization.

Competent leadership is paramount when it comes to organization leadership. The leader should know the following skills; Technical skills, Interpersonal skills and Administrative skills. The technical skills include skills on the job know how such as machine operations. The interpersonal skills include; Leaders flexibility, trust, ability to delegate, enthusiasm ,communication skills, decision making skills as well as problem solving skills. Administrative skills on the other hand include; cost control, compliance to regulations of the organization, inventory management and maintenance of records and files. Hitherto, Progressive leadership is also inevitable for the success of the organization leadership. An effective leader anticipates problems and changes and ultimately plans for solutions to mitigate against the problems. The leader is a goal setter and sets realistic targets for the organization (Prajogo et al., 2018). He brings in new strategies such as changing the marketing system by adopting the Generic approaches of Michael Porter, which includes; Cost leadership, Differentiation and Niche marketing. The other strategies he may adapt includes the Ansoff Product model, which are; market penetration, product development, market development and diversification. Finally, the organization leadership should cultivate on the honesty in their leadership practices. An effective leader should believe in what he says to influence other to put their confidence in the line. Deception in leadership as well as unfulfilled promises are examples of dishonest leadership and they deem up the organizations vision.


Charismatic leadership traits involve having a leadership that has the ability to inspire motivation to subordinates by influencing them to perform at high levels and be committed to the organization. Emotional intelligence is the ability to recognize other people emotion and being able to discern them as well as managing your own emotions and use emotional information to guide thinking and behavior. Motivation ability is the way a leader uses strategies to retain his employees through recognition and reward system. The focus on achievement is the means by which a leader focuses in achieving set objectives of the organization (Bolden, 2016).

Qualities of Successful Leadership

Conclusively, a good organizational leadership has many advantages to the company itself and to the stakeholders. Good organizational leadership benefits involves; enhanced efficiency of the labor force, improved ability to thrive under pressure and improved emotional brainpower. Good organizational leadership also contributes to enhanced personality and seriousness in firm’s operations, improvement of workforces’ confidence and enhanced listening and communication abilities. Therefore, the company should ensure that it gives managerial opportunities to those individuals who highly skilled. In return, the company will perform better because of skilled management enabling the company compete effectively with the competitors hence being able to survive in the market in the long term

References

Alberts, J. K., Nakayama, T. K., & Martin, J. N. (2015). Human communication in society. Pearson.

Barrick, M. R., Mount, M. K., & Li, N. (2013). The theory of purposeful work behavior: The role of personality, higher-order goals, and job characteristics. Academy of management review, 38(1), 132-153.

Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5(2), 192.

Bolden, R. (2016). Leadership, management and organizational development. In Gower handbook of leadership and management development (pp. 143-158). Routledge.

Casserley, T., & Critchley, B. (2010). A new paradigm of leadership development. Industrial and Commercial Training, 42(6), 287-295.

Croly, H. (2017). Progressive democracy. Routledge.

Denhardt, J. V., & Denhardt, R. B. (2015). The new public service: Serving, not steering. Routledge.

Eacott, S. (2015). Educational leadership relationally: A theory and methodology for educational leadership, management and administration. Springer.

Gaddis, B. H., & Foster, J. L. (2015). Meta?analysis of dark side personality characteristics and critical work behaviors among leaders across the globe: Findings and implications for leadership development and executive coaching. Applied Psychology, 64(1), 25-54.

Lederach, J. (2015). Little book of conflict transformation: Clear articulation of the guiding principles by a pioneer in the field. Skyhorse Publishing, Inc.

Li, H., Li, F., & Chen, T. (2018). Do performance approach?oriented individuals generate creative ideas? The roles of outcome instrumentality and task persistence. Journal of Applied Social Psychology, 48(3), 117-127.

Prajogo, D., Mena, C., & Nair, A. (2018). The fit between supply chain strategies and practices: A contingency approach and comparative analysis. IEEE Transactions on Engineering Management, 65(1), 168-180.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

Shanafelt, T. D., Gorringe, G., Menaker, R., Storz, K. A., Reeves, D., Buskirk, S. J., & Swensen, S. J. (2015, April). Impact of organizational leadership on physician burnout and satisfaction. In Mayo Clinic Proceedings (Vol. 90, No. 4, pp. 432-440). Elsevier.

Sun, P. Y. (2013). The servant identity: Influences on the cognition and behavior of servant leaders. The Leadership Quarterly, 24(4), 544-557.

Yang, I. (2015). Positive effects of laissez-faire leadership: conceptual exploration. Journal of Management Development, 34(10), 1246-1261.

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