Leadership Decision Making

My decision-making score was a 66 and fell in the middle category of being ‘OK’. This is what I expected. I was one point away from being in the excellent category, which I was surprised about. I figured my score would fall in an average category, but I thought it would be on the lower end. This was the explanation of my score, “You have a good understanding of the basics, but now you need to improve your process and be more proactive. Concentrate on finding lots of options and discovering as many risks and consequences as you can. The better your analysis, the better your decision will be in the long term” (Mindtools, 2017).

            At the end of the survey there is a list of steps necessary to take to make a good decision, and the first is “establishing a positive decision-making environment” (Mindtools, 2017). My score in this step was 14 out of 20, which was about what I received in every category. To improve my skills in this step I need to make sure I fully understand the issue(s) I am faced with, that I have a process in place to structure my decisions, that I have considered everyone possibly affected or involved with the issue, I create a clear objective and work effectively with a group if needed to make a decision. Especially when trying to make decisions with a group of people it is important to create an environment in which everyone feels comfortable voicing their honest opinions. I think this is a major aspect that hinders me because I always fear what other people will think about me and judge my decisions.

            Another important component of this step is looking at the positive side of your decision-making process, especially if it is resulting from a problem you have encountered. “Every problem, properly perceived, becomes an opportunity” (Arsham, 2017). When I try to find the positives in a situation, I am more likely to make a better decision than if I am upset and trying to solve a problem as quickly as possible. “In many situations, small bad decisions turn out to have important consequences”, so it is important to keep a positive outlook, so you can confidently make the best decisions in the midst of a problem. Most of the time if I need to make a decision that resulted from a problem, I don’t look at the situation as an opportunity to learn and grow so it is an area I need to work on.

            The next step is “generating potential solutions” (Mindtools, 2017). I scored a nine out of 15 on this category. Sometimes I think making decisions is hard for me because I get overwhelmed with all the options, so it is interesting that this step encourages you to think of as many solutions as possible to come up with the best decision. This step also promotes considering other perspectives and a range of ideas from others to help when making decisions. I always ask my friends and family for their opinions about what I should do, but it makes me feel like I can’t make a decision on my own sometimes.

            The next step is to ensure that you are “evaluating alternatives” (Mindtools, 2017). I scored a 12 out of 15 in this category. This step takes the longest and is sometimes why decisions are not made, because people don’t take the time to consider the risks, consequences and feasibility of their decisions (Mindtools, 2017). I expected to score highly in this category because I take time contemplating what risks and consequences are associated with my decisions, and how practical, doable and realistic my choice is compared to my other options.

            This step corresponds with one of the tips in “11 Genius Tips to Be More Decisive”; “evaluate the best and worst that can happen, and then don’t look back” (Suslow, 2017). This tip urges you to think about your desired outcome and then use your available options to consider the best and worst possible outcomes that could result. Once you have decided which to go with it stresses the importance of sticking with that decision and making sure it is carried out until the end. This step is hard for me because I never know what exactly could result from my decisions so I try to think of every possible scenario that could result, and it prevents me from making a decision in a timely manner.

            The next step is to make the decision. I scored 11 out of 15 here. To me, every decision is important, even if it is a small one because a lot of the decisions we make impact our lives in some way. That makes it stressful for me. “To help you deal with these emotions as objectively as possible, use a structured approached to the decision. This means taking a look at what's most important in a good decision” (Mindtools, 2017). This is where I need to ensure that I have a structured process in place to help my decision-making as smooth as possible. I am normally pretty good at this. I take into consideration what the issue is, the possible choices as well as their risks and consequences, what makes the most sense to me, what I feel is the right decision, and I plan how I am going to implement my choice and that I have a reason why it is the best option.

            After making your decision it is important to check it against your alternatives and make sure that it makes sense and is the best possible option. I got a seven out of ten in this category. Like I mentioned earlier, I always second guess myself as to which option is best, even after I have made my decision, so I need to do a better job of evaluating each of my alternatives and determining which makes the most sense to me and ensure that it is the best choice.

            Communicating and implementing your final decision is the last step. Making sure others are aware of what your decision is and informing them of how and why you made the decision will help you gain their support. It is also vital that you have a plan in place for implementing your decision. I scored a 13 out of 15 in this section, which did not surprise me because once I make a decision, I explain how I came to the decision I did and why it was the best choice. I also always have a plan in mind of how I will go about putting my decision into action.

            After completing this survey, I would say my decision-making abilities are closely aligned with a participative or leader-member exchange theory of leadership styles. I value input from others and always want to get opinions from those who have been in similar situations or who will be affected by the decision that will be made. I think it is important as a leader to get to know everyone you are working with so you can make the best decisions for your team and I have done just that when I held various leadership roles in the past. This has been very helpful for me to see what I need to do to improve my decision-making skills to be a better future leader.

References

Arsham, H. (2017). Leadership Decision Making. Retrieved from: https://myeducationmanager.tradepub.com/c/pubRD.mpl?secure=1&sr=oc&_t=oc:&qf=w_sima02
Mindtools, LTD. (2017). How good is your decision making? Retrieved from:       https://myeducationmanager.tradepub.com/c/pubRD.mpl?secure=1&sr=oc&_t=oc:&qf=w_sima02

Suslow, P. (2017). 11 Genius Tips to Be More Decisive. Retrieved from: https://myeducationmanager.tradepub.com/c/pubRD.mpl?secure=1&sr=oc&_t=oc:&qf=w_sima02

Influential Factors on Leadership Decision-Making

Decision Making Theories and Factors

I work in a local county hospital. The hospital started out as a small, single brick building. As time went on, the hospital grew larger, with different departments and an emergency room. They eventually built another building next to it to serve as the family clinic. The hospital covered all of the basic needs of patients inside and outside of the community. We offered emergency services, physical therapy, cardiac rehab, respiratory therapy, sleep lab, a clinic with many family physicians including a cancer care infusion center, lab and radiology services, plus an inpatient floor, including a separate area for obstetrics. Although we offered so much, there was always a feeling of wanting more. The CEO was continuously asking for input from the employees and the patients of ways that we could do more for our community. Over some years, the idea started forming of us building on more and adding bigger and better equipment. The remodel would also bring in visiting physicians from other cities to help in specialty areas. The idea was to provide extended and specialty services to the employees, community members and even those outside of our area to prevent them from having to go to bigger cities to get the same procedures done. The idea was amazing and made sense, but then the numbers started flowing in. The CEO and board of directors had to decide what services would be offered and what new departments and equipment would be involved because it all came down to money. No matter which way the discussion went, the amount of money needing to be spent on this project was going to be huge. Is the idea worth the debt and is it going to provide the imagined outcomes? Once the plans were all made up, the CEO had to decide to sign the papers or not to complete the transaction.

The CEO needed to decide what the possible outcomes would be. He needed to look at all of the alternatives, risks and consequences that could be involved. “Decision-making is usually defined as a process or sequence of activities involving stages of problem recognition, search for information, definition of alternatives and the selection of an actor of one from two or more alternatives consistent with the ranked preferences” (http://www.politicalsciencenotes.com). He had to decide how his decision would impact the hospital, the community, patients from other towns and also all of the stakeholders involved. When leaders make decisions, it is not just about themselves, but about everybody involved. According to https://www.scribd.com/document/338844497/Decision-Making-Theories-and-Models-pdf, decision and behavior may be the core characteristics of decision-making phenomena. “They involve the process of human thought and reaction about the external world, which include the past and possible future events and the psychological consequences, to the decision maker, of those events” (https://www.scribd.com/document/338844497/Decision-Making-Theories-and-Models-pdf). The CEO later confirmed that his decision would positively impact himself, the hospital, the community and everybody else involved. They built on a brand new surgical department, inpatient department and obstetrics department. Each department includes brand new equipment and also the space to move in other equipment as necessary for specialized procedures. The visiting specialty surgeons and doctors provide services at our hospital on a weekly - monthly basis. We now provide services at our small town hospital that nobody else provides for miles around. Our employees and patients can access so much of what they need right here in our small town. The CEO made a good decision and provided patients with an ease of access, comfortable environment and a close to home situation. With the services we provided before, we were surviving, but with the impact of the decision made by the leader, we are now changing lives. 

5. Explain how and why leaders face complex problems having to make decisions on how technology can best serve an organization and its consumers. If decisions to upgrade software systems must be made, how should a leader evaluate the options? How does a leader plan a systems upgrade? Are the Vroom-Yetton-Jago decision-making models the best method for making decisions for a technological change? Why? How? Provide reasoning.

Leadership and the process of decision-making have been in the works for so many years now. Many of the ideas have stayed the same and many new ideas have also been brought to the surface. Either way, there is nothing like the changes that technology has brought to the world. Technology is a whole new world. Technology brings change, impact, new ideas and also fear. Leaders may fear technology because of the major changes that it can bring, and also because it provides so many more alternatives, risks and consequences to consider. “In the process, CEO, CFOs and COOs are becoming more immersed in technology decisions, while CIOs and CTOs -- and their IT staff members as well -- are being asked to join in on high-level decision-making teams” (www.forbes.com). According to www.forbes.com, many business leaders are being pulled into the technology world because that is what the business world is going to, leaders have to grasp the complexity of it all and also depend on other executives much more now specifically in the information technology department. 

Leaders need to evaluate several options when deciding to upgrade software, and they can do so and plan implementation by answering certain questions and evaluating situations. “Drawing on their long study of the difficulties managers have had in closing this gap, the authors identify half a dozen key challenges that managers responsible for implementing new technology must surmount: their inescapably dual role, the variety of internal markets to be served, legitimate resistance to change, the right degree of promotion, the choice of implementation site, and the need for one person to take overall responsibility” (https://hbr.org/1985/11/implementing-new-technology). Upgrading software and introducing new technology brings more options, decisions and work for leaders. The leader must take on a dual role as educator and implementer when it comes to introducing new software. Leaders need to analyze the situation and decide their role and how far they can dive in and still be an effective leader.  

The Vroom-Yetton Decision Model is the best method for making decisions for a technological change. “The Vroom-Yetton model is designed to help you to identify the best decision-making approach and leadership style to take, based on your current situation” (https://www.mindtools.com/pages/article/newTED_91.htm). Not every situation is the same so it is major to have access to a model that can form to your specific situation. Also, the Vroom-Yetton Decision Model can help determine the most effective means of reaching a decision and provide consistency and order to a process. It is easy to use for everybody, so all team members can be included in the process. Also, according to https://www.mindtools.com/pages/article/newTED_91.htm, researchers have found that managers are more effective, and their teams are more productive and satisfied, when they follow the model. When using the Vroom-Yetton Decision Model, three factors need to be considered and those include decision quality, team commitment and time constraints. The model framework consists of seven yes/no questions that clearly direct the leader and the team towards a decision because the answers to the questions lead them to a code. “This code identifies the best decision-making process for you and your team” (https://www.mindtools.com/pages/article/newTED_91.htm).

6. Managers at every level of an organization are designated some form of legitimate power to exert control. To be a leader, it’s not always necessary to rely on legitimate power to assume control. Explain how you, as a leader with and without legitimate power, can use decision-making to theories, concepts, and models to assume control. 

As a beginner leader, without legitimate power, gaining power is a process. The power gained comes from more than one place and that depends on the actions of the leader. A leader begins with a certain amount of power just by being announced as the leader. Team members relate the title to power. The leader must gain influence to increase power. Not being able to gain influence can decrease power. The influence must be over all team members. “Leaders must be able to influence their followers to achieve greater performance; their superiors and peers to make important decisions; and stake-holders to ensure the vitality of the organization” (http://www.ccl.org). The leader must build relationships to build trust and confidence among the group. A leader can prove himself in situations but that process must be continuous to keep the influence and power flowing. “Through strong communication, constant learning and the courage to pursue profitable opportunities, a leader earns wealth, notoriety and privilege” (http://smallbusiness.chron.com). A leader must also be looking out for his team members, not just himself. He must get on a personal level with his team members, show them he cares and provide the feeling that he wants them to perform well. Team members need encouragement, rewards and knowledge from somebody that cares about them. Power can also be gained through legitimacy.

According to www.ccl.org there are seven sources of power for a leader, and those include the powers of position, charisma, relationships, information, expertise, punishment, and reward. “The top three most frequently leveraged sources of power are: the power of expertise, the power of information, and the power of relationships” (http://www.ccl.org). Leaders must use their knowledge and expertise in decision-making theories, concepts and models to assume control because that is a proven way to do it. 

A leader can gain power through competence. Knowing and sharing information and ideas on decision-making concepts, theories and models will help others see that the leader fits well within the leadership role. “A leader is expected to be an expert in his field with the ability to analyze a situation and develop several potential solutions” (http://smallbusiness.chron.com/ten-ways-build-credibility-leader-20954.html). When a leader does not share knowledge and expertise the team members may feel that they are not leading them towards their objective, and some of the leader’s power can be lost. Some decisions may come easy, but many complex situations will come along needing the assistance of decision-making models, theories and concepts. It is important for a leader to keep up with their own research and education. The leader is to know their role and keep up with the times and complex situations. Team members expect to be guided by their leaders through knowledge and motivation. The team members may come up with many of the ideas and be a huge part of the final decision, but the leader is looked up to as the final say. To gain power, a leader must provide many things to their team members, and a big part of that is sharing knowledge on decision-making. Knowledge is power in a leadership role.

References

http://www.ccl.org/wp-content/uploads/2015/04/roleOfPower.pdf

https://www.forbes.com/sites/joemckendrick/2015/07/05/business-leaders-step-in                    to-technology-while-technologists-step-into-leadership-roles/#59b177fa6b81

https://hbr.org/1985/11/implementing-new-technology

https://www.mindtools.com/pages/article/newTED_91.htm

http://www.politicalsciencenotes.com

https://www.scribd.com/document/338844497/Decision-Making-Theories-and-M                   

odels-pdf

http://smallbusiness.chron.com/ten-ways-build-credibility-leader-20954.html

What are the differences between Leadership and Management

Differences Between Leadership and Management

The difference between leadership and management lies in the actions that are taken in the process of change during the decision-making process. How the leaders make their decisions impacts the people around them, and also demonstrates what type of leaders they are based on these decisions. 

 Leadership is vision focused when making decisions, versus the day to day smaller decisions that management may make. Leadership and Management go hand in hand, you do need both.  As Coleman and Glover (2010) explain “leadership is closely associated with visions and values”, and “managing a change in vision and values is a prime aspect of a leader’s role” (p.14). Leadership is the process of understanding visions and values, and making decisions based on these vision and values. While management demonstrates the action that demonstrates the day to day decision within the process of change. In my own experience, when a new guideline is introduced, it is mandatory that we (as long-term care facilitators) put it into place. How we put the guideline into place is depending on our own systems that we currently have in place that go along with our vision. This demonstrates Leadership, based on leaders making decisions on how to put the guideline into place, while keeping our values and vision in mind when making the decision.  When leading, we (as leaders) align the new process with our current vision, and give those expectations to the facilities with a guideline to follow. Now each facility is different, so they will need to make some adjustments, by the main guidelines will still need to be followed. This decision made by the facility, show the management of the process. When the facilities manage this new guideline, they are making the day to day changes they need too as problems arise. If the facility finds that the system cannot adapt to both processes, they will be able to make the necessary changes needed in order to keep on task (the facility is demonstrating a managing technique). 

According to Burns, Sorenson, Goethals (2004) states that “most decisions are made behind closed doors, yet they often define an individual’s leadership better than public appearances”, also that “how decisions are framed, informed, and executed thus has much to do with the quality of leadership that results” (p.316-317).  This is an important indicator. Our corporate office is full of leaders, these leaders are the ones making the main decisions on how our process work every day. The facilities have their own leaders, but they see themselves as managers. When it comes to making the main decisions, the administrators are bound by what corporate sees is mandatory. How the process is to take place within their facilities is based on their own decisions, they are managing the process. The administrators are also seen as leaders because there are situations, where the decisions are theirs alone. The decision that Corporate, or the administrator, make are judged by the staff in how they affect them (staff). If the staff members feel as if the decisions that were made is not beneficial to them or their communities, they will see that leader as being an inefficient leader. When it is a decision that is forced by the corporate office, the staff do not look at the administrator as if they are an inefficient leader, they blame the leaders within the corporate office. 

The way in which the decision is made is important in how the decision will affect the people around them. If the leader does not take into account how the decision will affect the people around them, they are likely to make a decision that will negatively affect the people they are leading. The leader will be looked at as a bad leader, who does not have the peoples interest in mind when they are making their decisions. This will affect the leader’s ability to lead effectively. 

Burns, J. M., Sorenson, G. J., Goethals, G. R., & Sage Publications, I. (2004). 

Encyclopedia of Leadership. Thousand Oaks, Calif: SAGE Publications, Inc. 

Coleman, M., & Glover, D. (2010). Educational Leadership and Management: 

Developing Insights and Skills. Maidenhead: McGraw-Hill Education.