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Leadership in Healthcare, Ola Elgaddar, 09 09-2013
Leadership in healthcare involves influencing groups towards goals and achieving challenges. It is the ability to motivate people to tackle problems and do what otherwise they would not. There are varying views on whether leadership and management are different, with leadership promoting vision, creativity and change, while management promotes stability and existing structure. Effective leadership styles engage people, set examples, celebrate achievements and empower followers towards extraordinary accomplishments.
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Leadership in Healthcare, Ola Elgaddar, 09 09-2013
- 1. LEADERSHIPLEADERSHIP IN HEALTHCARE Ola H.Elgaddarg MBChB, MSc, MD, CPHQ, LGBSS Lecturer of Chemical Pathology Medical Research Institute Alexandria UniversityAlexandria University [email protected]
- 3. LeadershipLeadership Leadership may beconsidered as the process of influencing the activities of an organized group in its effortsan organized group in its efforts towards goal setting and goal hi tachievement.
- 5. LeadershipLeadership Mobilizing people totackle tough problemsproblems
- 7. LeadershipLeadership It is theability to take others where they otherwise would not go or tothey otherwise would not go or to get others to do what theyg y otherwise would not do (positively ti l )or negatively)
- 9. Leading viewed inrelationship to theg p other management functions Management 10/e - Chapter 16
- 10. LEADERSHIP = POWERLEADERSHIPPOWER ??????
- 17. It is notso long since everyone wasIt is not so long since everyone was arguing that ‘management’ was the answer to improving organizations, so why is there now a focus onso why is there now a focus on leadership?
- 18. There are variedviews aboutThere are varied views about whether ‘management’ and ‘leadership’ are different or basically the same as activitiesbasically the same, as activities (not roles) within organizations.
- 19. Leadership versus Management ManagementL d hiManagement PromotesPromotes t bilitt bilit Leadership PromotesPromotes stabilitystability,, orderorder andand blbl visionvision,, creativitycreativity,, problemproblem solvingsolving withinwithin i ti yy,, andand changechangeMM LLexisting organizationaorganizationa l t tl t t ggMM LL l structurel structure and systemsand systems Takes care of where you are Takes you to a new place
- 20. A manger seeksto limit the scopeA manger seeks to limit the scope of his responsibilities , a leader strives to expand them
- 21. A manager performsa lot of tasks,A manager performs a lot of tasks, a leader prioritizes and either delegates many tasks or ignores themthem
- 22. Managers spend mostof 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
- 23. M k itL dManagers seek security, Leaders seek challengeseek challenge
- 24. M id flit L dManagers avoid conflict. Leaders often cause troubleoften cause trouble
- 25. Managers seldom makeerrors. Leaders take risks makeLeaders take risks, make occasional mistakes, and learnoccasional mistakes, and learn from each of them.
- 26. A manager knowsthe weaknesses of staff members A leader knowsof staff-members. A leader knows his own.his own.
- 27.
- 28.
- 29. Vi i ld hiVisionary leadership : A leader who brings to the situation aA leader who brings to the situation a clear and compelling sense of the f ll d di ffuture as well as an understanding of the actions needed to get therethe actions needed to get there successfully.
- 31. Ch ll thChallengethe process. Show enthusiasmShow enthusiasm. Help others to act.Help others to act. Set the example. Celebrate achievements.
- 33. S t ld 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.
- 34.
- 35. T ti ll d hiTransactional leadership : Someone who directs the efforts ofSomeone who directs the efforts of others through tasks, rewards, and structures MANAGER???
- 36. Someone who istruly inspirational as a leader and who arouses others toa leader and who arouses others to seek extraordinary performance accomplishments
- 38. Leadership behavior theoriesfocus 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
- 39.
- 40. Autocratic: E h it k l- Emphasizes task over people. - Keeps authority and information withinKeeps authority and information within the leader’s tight control. -The leader makes decisions and announces them to the group with littleannounces them to the group with little or no subordinate participation - Crisis management
- 41. Laisses-faire (free rein) Showslittle concern for task, lets the group make decisions and acts with agroup make decisions, and acts with a “do the best you can and don’t bothery me” attitude.
- 42. DemocraticDemocratic -Committed to taskand people, getting things done while sharing information, encouraging participation in decisionencouraging participation in decision making, and helping people develop skills and competencies. When working with effective self- When working with effective self- directed work groups or teams