Overcoming the four toughest management challenges. Increase your effectiveness by using situational leadership.
The high-pressure work environment of the clinical laboratory presents significant challenges for managers. Often thrust into supervisory roles without formal management training, laboratory managers must find ways to delegate tasks, mediate conflict, minimize office politics, and build effective teams out of employees who may be quite diverse in their experience levels, motivation levels, and cultural backgrounds. This article explores the concept of situational leadership, which was developed by Ken Blanchard and Paul Hersey, and its applicability within the clinical laboratory. This practical paradigm involves matching one of four distinct management styles to the four development levels of employees. Each leadership style is explained, along with guidelines for giving performance feedback to employees, so that managers can evaluate their own supervisory styles. Finally, step-by-step recommendations for coping with the four management roles of delegator, referee, influencer, and team builder are presented.
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D005246:Feedback; D006740:Hospital Administrators / Q000523:psychology*; D006801:Humans; D007400:Interprofessional Relations; D007755:Laboratories, Hospital / Q000458:organization & administration*; D007857:Leadership; D017056:Medical Laboratory Personnel / Q000523:psychology; D009042:Motivation; D009937:Organizational Objectives; D011057:Politics; D011209:Power, Psychological; D013192:Staff Development / Q000379:methods*; D014481:United States