Introduction to leadership

What has been your experience of leadership?

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader”

John Quincy Adams

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Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.

Choose 1 leader

What have they done that inspires you?

What motivated you to enter clinical practice?

About this morning

Session 1. Shared leadership and the CLCF 0800

Session 2 Leadership and you 0830

• exercise 1 your professional values• exercise 2 self assessment

Session 3 Making the CLCF real 0900

• Exercise 3 Review CLCF examples

Session 4 Taking the leadership challenge 0945

• Exercise 4 Linking challenges to leadership

Close 1015

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Learning objectives

• Students understand how leadership relates to their: -

• practice

• Value set

• Skills attitudes and behaviors for the module and future working

• Their development areas

What is leadership?

• Leadership is a transactional process. A leader affects and is affected by followers

• Leadership is transitional. Within a MD team leadership moves around the team dependent on the stage of the process

• Leadership involves influence in a group with a common purpose. Without influence, leadership does not exist

• Leadership involves attaining goals and directing a group of individuals to achieve

Leadership is multi-factorial and distinct from management

What is Shared

Leadership? Leadership is

not restricted to those who hold

designated leadership roles

Pearce and Conger

A dynamic, interactive influencing

process among individuals in

groups

There is a collective

shared responsibility for success of

the organisation and its services

Acts of leadership can come from any individual in the organisation, as appropriate, at different times

Self-leadership :feeling confident to contribute and act

Emphasises teamwork and collaboration; objective is to

lead one another to

achieve group goals

What is Leadership?

“A process whereby an individual influences a group of individuals to

achieve a common goal” Northouse

The leadership problem

There are many examples of poor practice and system failure within health andcare where a lack of leadership – at an individual, collective and system level – has been identified as an important factor.

For example, we’ve seen this week that the care being delivered in your clinics may not be optimal and that the system itself has been built up over many years and not been designed to meet with patients needs.

With the economic and other challenges facing the Malawi Health Service it will be imperative that frontline staff have the leadership knowledge, skills and behaviours to drive radical service redesign and improvement.

But I’m not a leader....Why me?

Patients and their family expect clinicians to use their knowledge and experience to contribute to the effective and efficient provision of healthcare.

Leadership is not restricted to people who hold designated leadership roles.

Acts of leadership can come from anyone in the organisation.

But I’m not a leader....Why me?

Patients and their family expect clinicians to use their knowledge and experience to contribute to the effective and efficient provision of healthcare.

Leadership is not restricted to people who hold designated leadership roles.

Acts of leadership can come from anyone in the organisation.

That’s you!

Leadership for CO and midwives isLeadership in Malawi is about delivering high quality services to patients by:

Demonstrating personal qualitiesWorking with othersManaging servicesImproving services

Setting direction

The CLCFDomains – there are 5 which describe the breadth of leadership behaviours

Elements – manageable components which are subsets of each domain

Competences – 4 statements which describe the leadership behaviours underpinning each elements

Domain 1

1. Demonstrating Personal Qualities

1.1 Developing self awareness

1.2 Managing yourself

1.3 Continuing personal development

1.4 Acting with integrity

 

Elements x 4For example

Effective leaders need to draw upon their

values, strengths and abilities to deliver high

standards of care.

This requires leaders to demonstrate

competence in the areas of:

Element 1.1 Developing self awareness

Contextual descriptors1. Demonstrating Personal Qualities

1.1 Developing self awareness

And the context is staff...

Recognise and articulate their own

values and principles, understanding

how these may differ from those of other

individuals and groups

Identify their own strengths and limitations,

the impact of their behaviour on others,

and the effect of stress on their own behaviour

Identify their own emotions and prejudices and understand how these can affect their judgment and behaviour

Obtain, analyse and act on feedback from a variety of sources.

Gruen RL, Pearson SD & Brennan TA. JAMA (2004); 291: 94-98

Stages of Leadership Development

Stage 1 Own practice/Immediate team

Stage 2 Whole service/Across teams

Stage 3 Across services/Wider organisation

Stage 4 Whole organisation/Wider healthcare system

Supporting infrastructure and resourcesFor Individuals

Self Assessment tools:

Leadership Development Module: Freely available, particularly useful after undergoing or self assessment as signposts specific activities to help develop against particular elements of the framework.

Case studies and clinical examples: A range now available, including how individuals as well as organisations are using the CLCF to inform their work.

 

For further information, please visit http://www.leadershipacademy.nhs.uk/develop-your-leadership-skills/leadership-framework/supporting-tools-and-documents

What motivated you to train as a CO or midwife?:

• Part 1 – working in pairs (2 X 3 mins each = 6 mins) discuss

• Part 2 – working as a group (4) discuss = 4 mins

Exercise 1 - Leadership and you!

1McBain, R., Ghobadian, A., Switzer, J., Wilton, P., Woodman, P. and Pearson, G. (2012) The Business Benefits of Management and Leadership Development. London: Chartered Management Institute

• Self assessment

• Part 3 – consider what you bought into practice. Now….• What did you learn about yourself?• What would you do differently?• What leadership would you need to maximise the opportunities you

identified in your audits?- Working in Pairs = 8 mins- Working in groups = 4 mins- Plenary = 10 mins

Exercise 1 - Leadership and you!

Warning! Nominate 1 person to feedback

• CLCF booklet handouts

• Working in groups - 1 CLCF domain per group

• Step 1 Review the practical examples e.g student, practitioner, experienced practitionerAre the generic examples suited to MalawiAre the discipline specific examples relevant, Can they be tweaked/altered or need a lot of changeCan you write an example?

• Step 2 Review the learning and development activity. Is it suitable?

Exercise 2 – Making the CLCF real!

• What are the top 2- 3 challenges facing obstetrics and neonatal care today?

• Step 1 take a domain of the CLCF. Thinking about these challenges and what you have learned earlier, what leadership activity/behaviours can you do to address these

• Working in small groups use the handout = 15 mins

Step 2 feedback in plenary = 15 mins

Exercise 3 – Taking the Leadership challenge!

Warning! Listen to feedback very carefully I will ask you to comment

r

Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we

seek.

How can this be achieved?"Never doubt that a small

group of thoughtful, concerned citizens can

change the world. Indeed it is the only thing that

ever has.“ Margaret Mead

A recently published report1 found that:• The average spend on management and leadership development

(MLD) in high performing organisations is £1738 per year/ per manager (compared to £1275 for low performing organisations).

• Accredited qualifications were rated by individuals as having the most impact upon their management/leadership performance.

• The highest performing organisations had higher performing and more effective leaders

• A strategic approach to MLD is required for it to be successful, i.e. commitment to MLD driven by CEO and senior management, the need for HR practices which reinforce leadership development, e.g. leadership succession planning and competency frameworks

Building evidence

1McBain, R., Ghobadian, A., Switzer, J., Wilton, P., Woodman, P. and Pearson, G. (2012) The Business Benefits of Management and Leadership Development. London: Chartered Management Institute

Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we

seek.