Leadership in Healthcare, Ola Elgaddar, 09 09-2013

LEADERSHIPLEADERSHIPIN HEALTHCARE

Ola H. ElgaddargMBChB, MSc, MD, CPHQ, LGBSS

Lecturer of Chemical Pathology Medical Research Institute

Alexandria UniversityAlexandria UniversityOla.elgaddar@alexu.edu.eg

LeadershipLeadership

Leadership may be considered as theprocess of influencing the activities ofan organized group in its effortsan organized group in its effortstowards goal setting and goal

hi tachievement.

LeadershipLeadership

Mobilizing people to tackle tough problemsproblems

LeadershipLeadership

It is the ability to take others wherethey otherwise would not go or tothey otherwise would not go or toget others to do what theyg yotherwise would not do (positively

ti l )or negatively)

Leading viewed in relationship to the g pother management functions

Management 10/e - Chapter 16

LEADERSHIP = POWERLEADERSHIP POWER

??????

It is not so long since everyone wasIt is not so long since everyone wasarguing that ‘management’ was theanswer to improving organizations,so why is there now a focus onso why is there now a focus onleadership?

There are varied views aboutThere are varied views aboutwhether ‘management’ and‘leadership’ are different orbasically the same as activitiesbasically the same, as activities(not roles) within organizations.

Leadership versus ManagementManagement L d hiManagementPromotes Promotes t bilitt bilit

LeadershipPromotes Promotes

stabilitystability, , orderorder and and

blbl

visionvision, , creativitycreativity, ,

problem problem solvingsolving within within

i ti

yy,,and and changechangeMM LLexisting

organizationaorganizational t tl t t

ggMM LL

l structure l structure and systemsand systems

Takes care of where you are

Takes you to a new place

A manger seeks to limit the scopeA manger seeks to limit the scope of his responsibilities , a leaderstrives to expand them

A manager performs a lot of tasks,A manager performs a lot of tasks,a leader prioritizes and eitherdelegates many tasks or ignoresthemthem

Managers spend most of their time in the office leaders are frequentlyin the office, leaders are frequently no-where in sight, interacting withno where in sight, interacting with the world bringing new ideas back ffrom their travels

M k it L dManagers seek security, Leadersseek challengeseek challenge

M id fli t L dManagers avoid conflict. Leadersoften cause troubleoften cause trouble

Managers seldom make errors.Leaders take risks makeLeaders take risks, makeoccasional mistakes, and learnoccasional mistakes, and learnfrom each of them.

A manager knows the weaknessesof staff members A leader knowsof staff-members. A leader knowshis own.his own.

INHERENT ………

ACQUIRED?ACQUIRED?

SPECIAL LEADERSC R

Vi i l d hiVisionary leadership :A leader who brings to the situation aA leader who brings to the situation aclear and compelling sense of thef ll d di ffuture as well as an understanding ofthe actions needed to get therethe actions needed to get theresuccessfully.

Ch ll thChallenge the process.Show enthusiasmShow enthusiasm.Help others to act.Help others to act.Set the example.Celebrate achievements.

S t l d hiServant leadership :Commitment to serving othersCommitment to serving others.Followers more important than leader.“Other centered” not “self-centered”.Focuses on empowerment, not

power.power.

I f iInformation

Responsibility

Authority

Trust

T ti l l d hiTransactional leadership :Someone who directs the efforts ofSomeone who directs the efforts ofothers through tasks, rewards, andstructures

MANAGER???

Someone who is truly inspirational asa leader and who arouses others toa leader and who arouses others toseek extraordinary performanceaccomplishments

Leadership behavior theories focus on how leaders behave when working with followers.

B i di iBasic dimensions:Concern for the task to be accomplishedConcern for the task to be accomplished.Concern for the people doing the work.p p g

CLASSIC LEADERSHIP STYLES

Autocratic:E h i t k l- Emphasizes task over people.

- Keeps authority and information withinKeeps authority and information withinthe leader’s tight control.-The leader makes decisions andannounces them to the group with littleannounces them to the group with littleor no subordinate participation- Crisis management

Laisses-faire (free rein)Shows little concern for task, lets thegroup make decisions and acts with agroup make decisions, and acts with a“do the best you can and don’t botheryme” attitude.

DemocraticDemocratic-Committed to task and people, gettingthings done while sharing information,encouraging participation in decisionencouraging participation in decisionmaking, and helping people developskills and competencies.

When working with effective self- When working with effective self-directed work groups or teams