1. Understand theories of management and leadership and their application to health and social care or children and young people’s settings.

 1.1. Research theories of management and leadership.

 First what are the differences between leadership and management?

Leadership	Management
No subordinates.	Position of authority.
Attracts followers	Sets objectives.
Influences others.	Incremental thinkers.
Radical thinkers.	Takes control
Gives control	Subordinates carry out instructions.
Motivates others, communicates vision.	Likely to be risk-averse.
Often comfortable with risk.	Co-ordinates.
Inspiring individuals and teams	Controls.

 

While there are numerous theories about leadership and management, two distinguishing aspects have been identified. These are:

• transactional leadership: associated with tasks, meeting objectives, implementation of policy and the use of positional authority to get people to do what is required
• Transformational leadership: associated with strategy, setting the vision, service transformation and a focus on the use of personal authority to facilitate sustainable change at both individual and organisational levels.

Leadership is concerned with developing a credible vision – being able to make sense of and communicate the bigger picture at a local level. This will have to be done while managing competing priorities, efficiency savings and relationships with partners. Whichever approach is used – transactional or transformational – leaders/managers will need to purposefully engage their workforce to move towards their organisation’s objectives.

https://www.scie.org.uk/workforce/peoplemanagement/leadership/leadmanage/

Theoretical definitions of forms of leadership

 The two main theories in respect of leadership are transactional and transformational. Transactional leadership views leadership in terms of an exchange between leader and follower. At its most basic this transaction involves the exchange of reward for work. Transformational leaders seek to raise followers’ consciousness about issues of consequence and subsequently transform followers into leaders themselves.

Transformational leadership

 James MacGregor Burns was born in 1918, in Melrose, Massachusetts and grew up in Burlington.Burns’ distinguished two patterns of leadership: transactional and transforming, based on his observations. By setting it out clearly, he spurred a generation of researchers to develop the concept of what he called transforming leadership, but which has come to be better known as transformational leadership.

Transformational Leadershipis founded on a drive in the leader to create change. Burns identified two primary sources of that drive: a lust for power, or a sense of vision or values. I suggest our perception of this difference often reflects our sympathy for the vision. Burns assesses Hitler as driven by power, but he may have argued it was a vision.

Bernard Bass was born in 1927 in the Bronx, New York. In 1949, he gained a PhD in Industrial Psychology from Ohio State University, and started a career in academic life.In the late 1970s, he read and reviewed Leadership by James MacGregor Burns (1978), in which Burns introduced the concept of transformational leadership. Bass put these ideas together with his experience of meeting someone who had worked for a leader that had motivated him to ‘perform beyond expectations’ and started to work on transformational leadership. He developed a model of transformational leadership, with four roles for the transformational leader:

• Inspirational Motivation

The leader as a visionary, who makes people feel like a part of something big and worthwhile – energising and concerned with purpose and meaning.

• Individualised Attention

People-focused leadership that celebrates diversity and builds relationships. Each member of the team feels that their leader knows me, respects me, is interested in me, and helps me.

• Intellectual Stimulation

The leader stretches their followers to learn, grow and perform to exceptional levels. He or she values intellect, encourages imagination, challenges the old ways. They also place emphasis on developing their people, strategic thinking, and constructive challenge. They are adept at seeing and working with different points of view.

• Idealised Influence

The leader as linchpin. They are a role model who inspires respect and the desire to follow, through their personal integrity. They set and display high ethical standards, walking the talk, being honest, open, fair, and principled, and setting and living up to strong values.

https://www.pocketbook.co.uk/blog/2016/05/24/bernard-bass-transformational-leadership/

Transactional leadership

James MacGregor Burns – Transactional Leadership

This creates a relationship between leaders and their followers, based on reciprocity – the exchange of support or action by the followers for rewards like recognition, praise, ratings, pay, or status. This kind of leadership works when both sides feel they are getting a fair deal from the other. Much business and managerial leadership takes this form. So too does the run-of-the-mill political leadership, where, in democracies, politicians exchange promises for votes, and in more autocratic systems, these promises and favours are exchanged for support of the powerful and acquiescence of the masses.

 

Max Weber

Bureaucratic (Transactional) Bureaucracy is “the exercise of control on the basis of knowledge”; the rational legal hierarchical power, the Bureaucratic Leader.

• Rest on a belief in the ‘legality’ of patterns ofnormative rules and the right of those inauthority to issue commands (legal authority)
• Free of transaction, negotiation and bargainingfor resources and power
• The “monocratic” and “modern” types muchmore transactional
• Operates in a transaction economy

 

Advantages	Disadvantages
Capable of attaining the highest degree of efficiency;	Powerful interests co-opt the offices and turn them into feudal kingdoms;
Technical efficiency	Levelling in terms of technical competence;
Corporate control over coercive leaders;	Tendency to plutocracy
Favours the leveling of social classes	Formalistic spirit of impersonality stunting enthusiasm and passion
	Duty over personal considerations

 

Bernard M Bass

 

Transformational leaders inspire, energize, and intellectually stimulate their employees. Bass argues that through training, managers can learn the techniques and obtain the qualities they need to become transformational leaders.

 

 

 

For more theories you can look at the following:

Autocratic

 

Autocratic leaders are classic “do as I say” types. Typically, these leaders are inexperienced with leadership thrust upon them in the form of a new position or assignment that involves people management. Autocratic leaders can damage an organization irreparably as they force their ‘followers’ to execute strategies and services in a very narrow way based upon a subjective idea of what success looks like. There is no shared vision and little motivation beyond coercion. Commitment, creativity and innovation are typically eliminated by autocratic leadership. In fact, most followers of autocratic leaders can be described as biding their time waiting for the inevitable failure this leadership produces and the removal of the leader that follows.

 

Bureaucratic

 

Bureaucratic leaders create, and rely on, policy to meet organizational goals. Policies drive execution, strategy, objectives and outcomes. Bureaucratic leaders are most comfortable relying on a stated policy in order to convince followers to get on board. In doing so they send a very direct message that policy dictates direction. Bureaucratic leaders are usually strongly committed to procedures and processes instead of people, and as a result they may appear aloof and highly change adverse. The specific problem or problems associated with using policies to lead aren’t always obvious until the damage is done. The danger here is that leadership’s greatest benefits, motivating and developing people, are ignored by bureaucratic leaders. Policies are simply inadequate to the task of motivating and developing commitment. The specific risk with bureaucratic leaders is the perception that policies come before people, and complaints to that effect are usually met with resistance or disinterest. Policies are not in themselves destructive, but thoughtlessly developed and blindly implemented policy can de-motivate employees and frustrate desired outcomes. The central problem here is similar to the one associated with autocratic leaders. Both styles fail to motivate and have little impact on people development. In fact, the detrimental impact could be significant and far outweigh any benefits realized by these leadership styles.

 

Democratic

 

It sounds easy enough. Instead of one defined leader, the group leads itself. Egalitarian to the core, democratic leaders are frustrated by the enormous effort required to build consensus for even the most mundane decisions as well as the glacial pace required to lead a group by fiat. The potential for poor decision-making and weak execution is significant here. The biggest problem with democratic leadership is its underlying assumptions that everyone has an equal stake in an outcome as well as shared levels of expertise with regard to decisions. That’s rarely the case. While democratic leadership sounds good in theory, it often is bogged down in its own slow process, and workable results usually require an enormous amount of effort.

 

Charismatic

 

By far the most successful trait-driven leadership style is charismatic. Charismatic leaders have a vision, as well as a personality that motivates followers to execute that vision. As a result, this leadership type has traditionally been one of the most valued. Charismatic leadership provides fertile ground for creativity and innovation, and is often highly motivational. With charismatic leaders at the helm, the organization’s members simply want to follow. It sounds like a best case scenario. There is however, one significant problem that potentially undercuts the value of charismatic leaders: they can leave. Once gone, an organization can appear rudderless and without direction. The floundering can last for years, because charismatic leaders rarely develop replacements. Their leadership is based upon strength of personality. As a result, charismatic leadership usually eliminates other competing, strong personalities. The result of weeding out the competition is a legion of happy followers, but few future leaders.

 

Situational

 

Situational leadership theory suggests that the best leaders constantly adapt by adopting different styles for different situations or outcomes. This theory reflects a relatively sophisticated view of leadership in practice and can be a valuable frame of reference for experienced, seasoned leaders who are keenly aware of organizational need and individual motivation. Most importantly, it allows experienced leaders the freedom to choose from a variety of leadership iterations. Problems arise, however, when the wrong style is applied inelegantly.  Also, considering our earlier discussion regarding some of the more ineffective leadership styles like autocratic and bureaucratic, this style requires a warning or disclaimer related to unintended or less than optimal results when choosing one of these styles. With that said, situational leadership can represent a useful framework for leaders to test and develop different styles for various situations with an eye towards fine-tuning leadership results. Situational leadership, however, is most effective when leaders choose more effective styles like charismatic, transactional, and transformational.

http://ala-apa.org/newsletter/2010/06/08/spotlight/

 

Charismatic leadership, to include Conger and Kanungo, Shamire, House andArthur.

Contingency theory, to include Fiedler.

Emotional leadership styles, e.g. Goleman et al’s six styles (visionary, coaching, affiliative, democratic, pacesetting, commanding).

Commonly used models, e.g. Adair’s action-centred leadership, Fielder’s contingency model, Vroom and Yetton’s contingency model.

 

1.2. Analyse how theoretical models of management and leadership can be applied to a range of situations in a work setting

 

Time management

Time management is important in the workplace and controlling how much time is spent on various activities, and choosing which activities take priority, is at the heart of effective time management. Time management theories can help you plan, organize and schedule tasks in the workplace. “SMART” targets are an effective way of setting out clear objectives and timescales in which to reach those objectives. You can set each staff member targets, making them accountable for that work. This also shows that you have trust and confidence in that person to be able to work alone.

 

1. Pareto Principle

Formulated by Italian economist and philosopher Vilfredo Pareto and also referred to as the 80-20 rule, states that the vast majority of impact in anything comes from a small proportion of activities, people or effort. The observation was based on demographic data in Italy. 80% of the land was owned by 20% of the population. And 80% of productivity from these lands came from 20% of those working on it.

The 20% who made things happen were generally more efficient, managed time better, and streamlined operations for the highest leverage. Based on this theory, time management guides and coaches advice you to focus on the 20% of activities or tasks that are more important to the overall success. The effort and time that you devote to this creamy layer will more than outweigh what you invest into the rest, because there will be little if any impact on your bottom line.

 

2. Pickle Jar Theory

Another time management theory that is easy to understand and execute is taught using a pickle jar. When you take an empty pickle jar and fill it with rocks, it appears to be full – until you fill it with gravel. The smaller granules fill the cracks between the rocks, and you can still fit in some sand, and then water.

 

But go about it the other way and add water or sand to the bottle first, and you won’t be able to later slip in the rocks. In a time management perspective, you will similarly be able to get less important work done in the spaces between and after major projects or tasks. But if you let trivia take up much of your working day, there won’t be enough time left for you to tackle what really matters.

http://www.drmani.com/time-management-theory/

 

With these theories in mind it important to manage time wisely. You will need to ensure enough members of staff are available on all shifts, that breaks are staggered, annual leave is taken in agreement with other members of staff to ensure enough cover is available, training and meetings are at times which will not affect the workplace in a detrimental way etc.

 

Motivational theory

There will be times in your workplace when you will need to motivate members of staff. Generally staff want a secure rewarding job with good working relationships and the opportunity to grow and advance in their role. Knowing what each member of staff wants from their role is an important step in enabling you to engage with members of your team in such a way that they give their very best performance.

 

The psychologist Fredrick Herzberg asked the same question in the 1950s and 60s as a means of understanding employee satisfaction. He set out to determine the effect of attitude on motivation, by asking people to describe situations where they felt really good, and really bad, about their jobs. What he found was that people who felt good about their jobs gave very different responses from the people who felt bad.

 

These results form the basis of Herzberg’s Motivation-Hygiene Theory (sometimes known as Herzberg’s Two Factor Theory).According to Herzberg, the factors leading to job satisfaction are “separate and distinct from those that lead to job dissatisfaction.” Therefore, if you set about eliminating dissatisfying job factors, you may create peace but not necessarily enhance performance. This placates your workforce instead of actually motivating them to improve performance.

 

To eliminate job dissatisfaction

• Fix poor and obstructive company policies.
• Provide effective, supportive and non-intrusive supervision.
• Create and support a culture of respect and dignity for all team members.
• Ensure that wages are competitive.
• Build job status by providing meaningful work for all positions.
• Provide job security.

Create conditions for job satisfaction

• Providing opportunities for achievement.
• Recognizing people’s contributions.
• Creating work that is rewarding and that matches people’s skills and abilities.
• Giving as much responsibility to each team member as possible.
• Providing opportunities to advance in the company through internal promotions.
• Offering training and development opportunities, so that people can pursue the positions they want within the company.

https://www.mindtools.com/pages/article/herzberg-motivators-hygiene-factors.htm

 

Emotional Intelligence (EQ or EI)

is a term created by two researchers – Peter Salavoy and John Mayer – and popularized by Dan Goleman in his 1996 book of the same name. We define EI as the ability to:

• Recognize, understand and manage our own emotions
• Recognize, understand and influence the emotions of others

 

In practical terms, this means being aware that emotions can drive our behavior and impact people (positively and negatively), and learning how to manage those emotions – both our own and others – especially when we are under pressure.

 

You may use this theory in your workplace during situations when a staff member needs disciplinary action. It means taking into consideration how they may be feeling and how they may react to your words. It is important in such situations that your own feelings are kept in check and not allow them to influence your professionalism.

 

1.3. Analyse how the values and cultural context of an organisation influence the application of management and leadership models.

 

Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. The culture of an organisation is its personality and character. Organisational culture is made up of shared values, beliefs and assumptions about how people should behave and interact, how decisions should be made and how work activities should be carried out. Key factors in an organisation’s culture include its history and environment as well as the people who lead and work for it.Organisational culture is the way that things are done in an organisation, the unwritten rules that influence individual and group behaviour and attitudes.

For effective leadership, where leaders and managers are better placed to implement strategy and achieve their goals, it is vital to have an understanding of organisational culture. Trying to introduce strategies that are inconsistent with organisational culture are likely to meet with resistance and will be more difficult or even impossible to implement. Strategies that are in line with it will be easier to put into effect and more likely to succeed.Managerswill usually adjust their leadership behavior to accomplish the mission of the organization. Good interactions between the leadership and employees is essential. Employees are more likely to contribute and collaborate to accomplish your organisations mission and objectives, when they feel involved and consulted.

In Health and social care, much of the ways in which an organisation must work are dictated by legislation, regulations, codes of practice and the governing body, The Care Quality Commission. They set down the rules and regulations which must be adhered to by each care establishment. Failure to meet these criteria can result in fines, closure of the establishment or company and even imprisonment. As well as being aware of the different styles of leadership, the rapidly changing context of health and social care means that leaders must anticipate and be responsive to new policies and initiatives that impact on how they work. In doing so, they need to approach leadership as a collective endeavour to which all members of a team can contribute in order to achieve the organisation’s vision. Also, a leader with an effective vision, helps everyone to know what they are doing and why they are doing it. Working in health and social care, a unit that is working towards a well-defined and well-communicated vision will create safer practice environments for, and enhance the quality of, care for service users

A model of leadership based on needs

Task needs

The difference between a team and a random group of people is that a team has a common purpose, goal or objective. If a work team does not achieve the required result or a meaningful result, it will become frustrated. Organisations have a core task: to provide a service, to make a profit, or even to survive. Achieving objectives is a major criterion of success for a leader.

Team needs

In order to achieve these objectives, the team needs to be held together. Each person needs to be working in a coordinated fashion in the same direction. Effective teamwork will ensure that the contribution of the team is greater than the sum of its parts. Conflict within the team must be used effectively: disagreements can be productive and lead to new ideas, or they can be unproductive, creating tension and a lack of cooperation

Individual needs

Within working teams, individuals also have their own set of needs. They need to know what their responsibilities are and how well they are performing. They need an opportunity to demonstrate their potential and take on responsibility, and they need to receive recognition for good work (Adair, 2002, 2007).

2. Understand the relationship between professional management and leadership.

 2.1. Evaluate the interdependencies between leadership and management.

 Links between leadership and management

• Knowledge of when to lead and when to manage.
• Levels of communication.
• Roles/responsibilities.
• Influence.
• Delegation.
• Motivation.
• Competence.
• Knowledge.

 Leadership  

Leadership means “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members.”

Management

Management comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group towards accomplishing a goal.

Leadership and management are the terms that are often considered synonymous. It is essential to understand that leadership is an essential part of effective management. As a crucial component of management, remarkable leadership behaviour stresses upon building an environment in which each and every employee develops and excels. Leadership is defined as the potential to influence and drive the group efforts towards the accomplishment of goals. This influence may originate from formal sources, such as that provided by acquisition of managerial position in an organization

A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop and begin strategies that build and sustain competitive advantage. Organizations require robust leadership and robust management for optimal organizational efficiency.

Differences between Leadership and Management

Leadership differs from management in a sense that:

1. While managers lay down the structure and delegates authority and responsibility, leaders provides direction by developing the organizational vision and communicating it to the employees and inspiring them to achieve it.
2. While management includes focus on planning, organizing, staffing, directing and controlling; leadership is mainly a part of directing function of management. Leaders focus on listening, building relationships, teamwork, inspiring, motivating and persuading the followers.
3. While a leader gets his authority from his followers, a manager gets his authority by virtue of his position in the organization.
4. While managers follow the organization’s policies and procedure, the leaders follow their own instinct.
5. Management is more of science as the managers are exact, planned, standard, logical and more of mind. Leadership, on the other hand, is an art. In an organization, if the managers are required, then leaders are a must/essential.
6. While management deals with the technical dimension in an organization or the job content; leadership deals with the people aspect in an organization.
7. While management measures/evaluates people by their name, past records, present performance; leadership sees and evaluates individuals as having potential for things that can’t be measured, i.e., it deals with future and the performance of people if their potential is fully extracted.
8. If management is reactive, leadership is proactive.
9. Management is based more on written communication, while leadership is based more on verbal communication.

The organizations which are over managed and under-led do not perform upto the benchmark. Leadership accompanied by management sets a new direction and makes efficient use of resources to achieve it. Both leadership and management are essential for individual as well as organizational success.

https://managementstudyguide.com/leadership-management.htm

2.2. Analyse the conflicts between the application of management and leadership models.

 Leadership depends on management in the same way management depends on leadership. They are interdependent. They are two distinctive and complimentary systems of action. Management is about coping with complexity, leadership, by contrast, is about coping with change (Kotter 2011).

Conflict may occur between managers for a variety of problems. In defining management we could say it is mostly about process. It relies heavily on the measureable capabilities such as effective planning, the use of organisational systems that have been put in place, and the use of specific, appropriate communications methods.Poor communication is a key cause. When managers communicate ineffectively or jump to conclusions, conflict may result. Conflict over limited resources–staff and budget–can also lead to conflict.

Leadership is one of the several facets of management. Often the same people play wear different hats – both leader and manager – at different points in time. Although not essential, it certainly helps a manager if he/she is also a good leader. Conversely, leaders do well if they have some degree of management skills because it helps them envision the implementation of their strategic vision. Sometimes, small teams may find a natural leader emerge based on his/her specialized skills. But this leader may be subordinate to the team manager in the organizational hierarchy, which may lead to conflicts.

Wherever there are people there will always be conflict. A conflict is a situation when the interests, needs, goals or values of involves parties interfere with one another (www.personalityexplorer.com).Conflict between people working together is natural and expected – and especially when you have strong, confident, authoritative personalities like “leaders” involved, each used to being successful in their own field, it is inevitable that conflict will develop. Different leaders will have different expectations, make different assumptions, have different styles and solve problems differently. Conflict is not necessarily a bad thing and can lead to new ideas, process improvements and even strengthened relationships. When it is addressed and properly managed it can become a positive rather than negative force in the organization.

Sources of conflict can be many. It may be simply interpersonal–different personality styles, different leadership styles and the inability to see another’s perspective.

Potential conflict situations

• Demotivated team members.
• Frequent absenteeism.
• Discrimination issues.
• Performance review.
• Conflict with individual users of services, families and carers.
• Management and leadership style conflicting with team culture.

 2.3. Describe how conflicts between management and leadership models can be addressed.

 Conflict resolution

• Boundary management.
• Risk assessment.
• Knowledge of issues.
• Role modelling.
• Positive communication strategies.
• Empowering individuals to take ownership and suggest alternatives.

 Conflict between management and leadership models can exist and must be addressed in a constructive and positive way. It must focus on issues or problems and explore, then put into place solutions or possible solutions to them. It is important that “blame culture” is avoided as this would create negativity and ultimately would not necessarily help in resolving the conflict. The conflict must be addressed in a positive way, using respectful, informed and honest dialogue. Different and varying views and ideas must be recognised and respected by all parties, the resolutions and goals should also be agreed by all concerned.

Conflict management is the process of limiting the negative aspect of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness and performance within an organisation. (RA HIM, 2002, Page 208).

 When a conflict occurs it can sometimes be quickly addressed or sometimes even ignored. A better approach is to debrief on the conflict. Think about and reflect on things such as: What was the cause of the conflict? How was the conflict addressed? What did the managers do well in handling the conflict? What could they have done better? Learning from each situation can help the next situation be resolved more effectively. Reflection should be used to consider how you yourself contributed to conflict and resolution.

 Understand the skills of professional management and leadership in health and social care or children and young people’s settings.

 3.1. Analyse the skills required to be an:

  effective manager

 Management skills

• Clear communication skills.
• Communicates effectively with people at all levels.
• Organisational qualities.
• Develops and follows systems and procedures.
• Development of team members.
• Takes control, focuses on action.
• Reduces mistakes.

To be an effective manager you need the ability to lead teams effectively and improve their performance.Managers need to develop/improve key leadership skills such as active listening and learn how to follow to be followed.

Active listening is important to build relationships with the team and also to improve the decision making process. Active listening means you listen to team members, not just hear what they are saying, and try to understand their view points in order to base decisions on.

  effective leader.

 Leadership skills

• Strategic thinking – able to analyse situations and make decisions
• Setting direction.
• Influencing others.
• Motivational skills.
• Communicates vision and enthusiasm.
• Anticipates problems.
• Resilience – able to overcome obstacles to reach goal
• Effective communication.
• Listening to others.
• Trust to delegate.
• Encourages problem solving.
• Gives control, learns from mistakes.
• Ability to inspire trust.
• Learning agility – what is working and what is not

Leadership skills are a set of management skills that help an individual to motivate a team towards achieving a common goal or objective. These are a set of interpersonal skills that help teams in working in tandem under the authority of a leader.

John Kotter in his book Leading Change defines management and leadership thusly:

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving.

Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles.

 3.2. Explain why managers in health and social care or children and young people’s settings need both management and leadership skills.

 There is an inter-dependence of roles between managers and leaders and both sets of skills are required to enable the delegation of roles and positions. This promotes a “seamless” approach to leading teams and provides mutual support of leaders and managers with similarities in both roles.

High quality care and skilled, qualified and confident leaders and managers go hand in hand. If you’re working in a leadership or management role in social care you’re not only responsible for supporting those who need care and support, but for taking care of your staff and influencing the quality of care across the sector. The ability to manage your people is extremely important. How you manage them has a huge impact on the quality of care you provide.People performance management (PPM) is important and how well we do it has a big impact on the quality of care that people who use our services receive. As a line manager you are responsible for leading and managing an individual or team of people and the quality of the service they deliver. The way you recruit, supervise and develop your employees will make a difference to how they feel about their job and their ability to work to the right standard. Your leadership will also set the tone and help to create conditions for a positive workplace culture that is focused on delivering high-quality care. Good leaders create a positive environment for employees so that they feel engaged and are focused on caring for others.

https://www.skillsforcare.org.uk/Documents/Leadership-and-management/People-Performance-Management-Toolkit/People-Performance-Management-Toolkit.pdf

 Importance of possessing management and leadership skills

• So organisational objectives are met.
• Efficiency of workforce through motivation, inspiration.
• Maximises productivity balanced against employee satisfaction.
• Creation of highly motivated workplace.
• To promote professionalism of organisation.
• To meet specific needs of individuals.
• To provide clear, unambiguous support for individuals, families and carers.

 3.3. Analyse how leadership skills can influence the values of an organisation.

 The values of an organisation are the standards by which it operates, the guiding principles that define how the organisation behaves. Your company values will probably be detailed in your organisations aims and objectives in your Policies and Procedures Handbook.

 There are countless types of core values, some of the ones we focus on in care organisation are:

 Service.

• Responsibility.
• Accuracy.
• Respect.
• Diversity.
• Improvement.
• Enjoyment/fun.
• Loyalty.
• Credibility.
• Honesty.
• Teamwork.
• Quality.
• Challenge.
• Influence.
• Learning.
• Compassion.
• Friendliness.
• Discipline/order.
• Generosity.
• Persistency.
• Optimism.
• Dependability.
• Flexibility.

Effective leadership can influence the organizational values such as honesty, respect, ethics and tolerance etc by demonstrating an ideal attitude in the workplace, establishing a vision among the employees, reinforcing accountability, motivating the employees, making a vision plan for the culture and values and by coaching the co-workers.

Leadership skills should demonstrate ideal behaviours and attitude. You need to present a professional yet friendly attitude. Also, by establishing purpose, vision and goals amongst the employees, so they know what is expected of them can have a huge impact on the organization values amongst employees, which can increase productivity and allow you to emotionally connect with your co-workers. Accountability is one of the key ways for leaders to influence the culture of the organization. Taking necessary actions in case of discrepancies and other fall-outs will be necessary to bring order and eliminate conflicts within the organizational culture.Using Maslow’s hierarchy of needs, by assessing the interest of the employees critically and analytically, positive change can be inscribed within the organization. Further according to Herzberg theory, the hygiene (factors causing dissatisfaction) and motivator factors (factors causing satisfaction) for the employees can be studied through survey or communication. After studying these with proper leadership skills applied, values of the organization can be instilled among these co-workers.

Leader coaching and development provides the framework for the employees to contribute to the company strategy and achievement of goals while maintaining the company values. Organizational values can be instructed by effective leadership. These values may be accountability, focusing on details, making a difference, delivering quality, healthy workplace environment, honesty, reliability and positivity, helping others, meeting deadlines, respecting company policy and rules and showing tolerance and respect among each other. Leadership can therefore immensely influence the values of an organization provided the leaders are well-equipped with professional and leadership qualities.

http://hrcsuite.com/influence-values/

3.4. Explain why leadership styles may need to be adapted to manage different situations.

SEE ANSWER TO 1.1 ABOVE REGARDS DIFFERENT LEADERSHIP STYLES

 There are many different leadership styles and different team members respond differently to each of them.It is vital as a leader that you develop your leadership skills and styles in order to deal with the various situations that will come up during the course of your role. This is because you need to respond quickly and precisely to both opportunities and threats, as they arise. By adapting your skills to the appropriate situations you will maximize your own success and also enable the development and growth of the team and company you work for.

There are various factors to take into account when deciding which style is most appropriate for a particular situation. This will include areas such as:

• The skill levels of the team, including their overall motivation, confidence, needs, expectations, motivation and commitment
• Experience
• The type and nature of the organisation
• The relationship between the manager and the team
• What the situation is and what’s involved
• Your preferred style of leadership
• Does your organisation support growth
• The social structure and culture of the organisation
• The influence of national culture

“A major variable influencing choice of leadership style may be national culture. McGregor concluded that the social economical and political environment affected the leadership relationship together with the attitudes and needs of “followers” Tannenbaum and Shmidt identify leaders’ own values system as a factors which influence their chosen style. They also highlight subordinates or non-managers need for independence and tolerance of ambiguity as relevant variables in the choice of style. These factors vary according to the cultural context in which the leadership relationship takes place.”

For more on different models of leadership:

https://books.google.co.uk/books?id=e3EYOT_wJCEC&pg=PA332&lpg=PA332&dq=McGregor%E2%80%99s+national+culture,+social,+economic,+political+environment+affects+the+relationship+that+leaders+have+with+teams&source=bl&ots=t_u2rPtiIN&sig=DAEpSYpjFhwvCr3Xe3XKwa0DmUg&hl=en&sa=X&ved=2ahUKEwiJz47x8cHcAhVCyxoKHTtgCWMQ6AEwCnoECAEQAQ#v=onepage&q=McGregor%E2%80%99s%20national%20culture%2C%20social%2C%20economic%2C%20political%20environment%20affects%20the%20relationship%20that%20leaders%20have%20with%20teams&f=false

 Cross cultural and intergrated approached

• Arabs worship their leaders—as long as they are in power!—House, Wright, and Aditya (1997, p. 535)
• The Dutch place emphasis on egalitarianism and are skeptical about thevalue of leadership. Terms like leader and manager carry a stigma. If afather is employed as a manager, Dutch children will not admit it to theirschoolmates.—House et al. (1997, p. 535)
• The Malaysian leader is expected to behave in a manner that is humble,modest and dignified.—House et al. (1997, p. 535)
• The Americans appreciate two kinds of leaders. They seek empowermentfrom leaders who grant autonomy and delegate authority to subordinates.They also respect the bold, forceful, confident, and risk-taking leader aspersonified by John Wayne.—House et al. (1997, p. 536)
• For Europeans . . . everything seems to indicate that leadership is anunintended and undesirable consequence of democracy.—Graumann and Moscovici (1986, pp. 241–242)
• Indians prefer leaders who are nurturant, caring, dependable, sacrificing andyet demanding, authoritative, and strict disciplinarian.—Sinha (1995, p. 99)

http://zeynepaycan.net/doc/C3.pdf

 Develop your leadership skills by getting the training, mentoring and experience you need to manage your team. On a daily basis, adapt your leadership style based, on the situation at hand, to you ensure that you make the best use of the available resources, tools and techniques to generate a positive outcome.

 Understand the impact of policy drivers on professional management and leadership in health and social care or children and young people’s services.

 4.1. Identify factors that influence policy drivers.

 Policy drivers are defined as broad aims, targets or statements that are considered to be desirable by the various bodies of government or non-government organisations in satisfying their overall goals.

Some of the factors influencing policy drivers in health and social care include:

• Recognition of guidance to promote health and wellbeing.
• Significant failings.
• National enquiries.
• Service user complaints.
• Health trials.
• Personalisation
• demographic change – growth in population and average age
• social and political factors – funding
• technology and innovation – breakthroughs in medical science contributing to the advancement of treatments
• patient and service user expectation – skilled staff and patient choiceand control, their access to information, and delivering patient-centred health and socialcare services.

One of the main policy drivers is when there has been a National enquiry for example the Winterbourne tragedy. The Department of Health ordered CQC to strengthen their inspections and regulations of hospitals and care homes for this group of people. CQC must now carry out unannounced inspections and involve the service users and their families and take steps to ensure the services are in line with the agreed model of care. (https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/213215/final-report.pdf)

Another example of a policy driver from the same Winterbourne View Hospital enquiry was the introduction of the Care Certificate. This has been developed and introduced by the Department of Health and Skills for Care. From April 2015 all new employees who are also new to care will be required to complete the Care Certificate. This replaces the Common Induction Standards and National Minimum Training Standards, and employees who participate will be assessed on 15 standards and be expected to demonstrate they are caring, compassionate and can provide quality of care.

(http://www.skillsforcare.org.uk/Standards/Care-Certificate/Care-Certificate.aspx)

4.2. Analyse emerging themes and trends that impact on management and leadership of health and social care and children or young people’s services

 Here I have given a couple of ideas in respect of the overarching themes and specific areas listed below to give you some idea of the type of analysis you can write about.

 Emerging themes and trends which impact leadership and management include:

• Integration of services, this includes partnerships working across statutory, private and voluntary organisations.
• The development of qualifications which combine competencies and knowledge from more than one relevant sector. For example mental health nursing and social work.
• The updating of qualifications for, such as, the Children and Young Peoples Workforce, recognising the need to ensure safeguarding children and young people across UK borders. This has come about due to human trafficking, under age asylum seeking, and the need to develop a co-ordinated response to emerging patterns of abuse across cultures and ethnic groups.
• The importance of keeping up to date with changes in policies.

 Overarching theme – Quality of care

Specific area – The Better Care Fund (BCF) provides a process to bring together local authorities health care services and stakeholders to provide an integrated approach to service delivery. The implementation of Better Care will support the delivery of safe and effective services and bring services together. A key success factor in making change on this scale is strong, shared and collaborative leadership, focused on outcomes that matter to people.This leadership needs to be found both within organisations, and between them – across organisational, sector and geographical boundaries. One of the most important factors is consistent and regular communication and the need for clarity of leadership across clinical and social care issues and also the need for management and leadership to be able to cross boundaries.

Systems Leadership is about how you lead across boundaries. It describes the way people need to behave when they face large, complex, difficult and seemingly intractable problems; where they need to juggle multiple uncertainties; where no one person or organisation can find or organise the solution on their own; where everyone is grappling with how to make resources meet demand which is outstripping them; and where the way forward therefore lies in involving as many people’s energies, ideas, talents and expertise as possible.

Further detailed analysis can be found here

https://www.scie.org.uk/files/integrated-health-social-care/better-care/implementation-support/how-to-lead-and-manage-better-care-implementation.pdf?res=true

 Overarching theme – older people and complex care

Specific area – dementia care practice

 In October 2014 the CQC produced a report “What happens to people with dementia when they move between care homes and hospitals?”

They feel that:

• Good care helps to keep people with dementia fit and well
• It stops people going into hospital so often and gets them out more quickly
• It makes people feel better about changes, like going to hospital
• People with dementia have a right to good care that meets their needs

The CQC concluded that people with dementia have a right to be treated with respect, dignity, kindness, privacy etc. Being moved to different places, having different staff can often cause problems for people with dementia, so continuity of care is important. The CQC discovered that care homes and hospitals did not always work together and share necessary information about individuals in their care. People’s needs were not being met, in all cases. People with dementia need support from a range of professionals, who need to know about the person to help them properly. Staff should give people more information about others who could help. Staff need specialist dementia training in order to understand and meet individual’s needs. Services did not always check how good their care for people with dementia was. So they did not know how to get better.

Since this report was conducted the CQC have a new national person helping services give better care for people with dementia and have giventheir inspectors better training about what good dementia care looks like.

https://www.cqc.org.uk/publications/themed-inspection/cracks-pathway

It is the role of leaders and managers to support and develop their teams working with people living with dementia. As dementia progresses, a person’s characteristics will change, and often culture and background will play an increasingly important role in the care and support that a person prefers to receive. A leader or manager will be responsible for employing social care workers, starting with their recruitment and induction, to their further and ongoing development. Your role is to support your team to ensure best practice.

Your role will be to:

• Recruit staff with the right cultural and background awareness to ensure your organisation can provide care and support to a diverse range of people with dementia.
• When people join your organisation it is important to demonstrate the leadership and management team’s commitment to supporting people from diverse cultures and backgrounds
• development of organisational or team values and furthertraining.
• Leaders and managers can support staff by identifying learning, development and support needs through supervision and appraisal.
• direct care workers to undertake further qualifications to support them with their role. In particular, this may be the Health and Social Care Diploma at level 2 or 3, or specific dementia units and qualifications.
• make sure your service can respond appropriately to the needs of people with dementia from different cultures and backgrounds.
• Working in an integrated way – better integrated services benefit people with dementia and their families, whatever their background.