Purpose: This case study aims to explore how leadership and management applies to a hypothetical scenario, focussing on a dental practice. As a teaching exercise, it may enable dentists and allied workers to reflect on the leadership and management styles used within their workplaces, and on their own abilities.
Design/methodology/approach: The hypothetical scenario considers a dental practice, its organisational structure, and leadership and management practices. The contemporary leadership and management theories of transformational leadership and contingency management are next discussed. These are then compared with the practices used in the dental practice. The case study concludes with recommendations.
Findings: The hypothetical scenario reveals that bureaucratic and transactional leadership and management culture exists within the dental practice, which may be attributable to many factors. The case study suggests that no single manner of leadership and management is completely correct or greater than another. There may be a need for bureaucratic, transactional, transformational, contingency and other approaches, and only if they shall be used in the best interests of the workforce and workplace.
Originality/value: Many dental practice workers may be oblivious to their own leadership and management techniques, and thus, the resultant impact on teammates. Negative approaches may contribute towards poor morale and a high turnover of staff. To become more skilful at applying certain approaches to given situations, dentists and allied workers may well need to pursue continuing professional development training in leadership and management.
Keywords: Bureaucratic; Contingency; Continuing professional development; Dental practice; Dentists; Leadership; Management; Self-reflection; Transactional; Transformational.
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