EFFECTIVE LEADERSHIP IN HEALTHCARE ORGANIZATIONS

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EFFECTIVE LEADERSHIP IN HEALTHCARE ORGANIZATIONS

• BY
• Dr. Naila H. Amer
• Professor of Health Administration and Planning

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LEARNING OBJECTIVES

• Define leadership.
• Describe leadership approaches.
• Discuss the most important leadership traits and
  skills as well as functions of effective
  leadership.
• Determine sources of leaders power importance
  of influence.

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• Explain leadership development.
• Differentiate between transactional
  transformational leadership.
• Discuss the role of emotional intelligence in
  relation to successful leadership.
• Describe the different leadership styles.

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Introduction

• Effective leadership is essential if a health
  services organization (HSO) is to provide
  high-quality care and succeed financially. All
  managers at all levels of the organization, who
  depend on other people for efficient and
  effective work performance, require leadership
  ability.
• The quality of leadership is crucial to how work
  gets done.

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Definition

• Leadership is a very complex multidimensional
  concept and has been defined in a number of
  different ways.
• A common definition is

The process by which one person designates what
is to be done and influences the efforts of
others in order to accomplish specific purposes.
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Another important definition is that

• Leaders are agents of change, persons whose acts
  affect other people more than other peoples acts
  affect them.

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Leadership Approach

• Leaders following the proactive approach take
  responsible initiatives to change situations and
  attitudes through people. This approach is the
  essence of modern leadership,it contrasts with
  the
• Reactive approach where a leader responds only to
  events and instructions from outside.

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EXERCISE (1)

• From your experience, try to describe a leader
  you worked with or had contact with whom you
  consider a role model of a successful leader
  why.
• What in your opinion are the main traits ,skills
  behaviours of a successful leader?

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Leader Traits, Skills and Behaviour

• Although none of the hundreds of studies
  conducted in search of universal leader traits
  were successful yet, certain traits are known to
  be associated with leader effectiveness. Table 1
  is a list of traits and skills that most
  frequently characterise successful leaders.

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Table1 Traits and skills found most
frequently to be characteristic of successful
leaders

• Traits
• Adaptable to situations
• Alert to social environment
• Ambitious and achievement-oriented.
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant(desire to influence others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility

• Skills
• Clever(intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organized (administrative ability)
• Persuasive
• Socially skilled

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Leaders Power and Influence

• Influence is important to the leadership process
  because it is the means by which leaders
  successfully persuade others to follow their
  advice, suggestion or order. The essence of
  leadership is the ability to influence others. To
  have influence, however, one also must have power.

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• Sources of Power
• 1.Legitimate Power This is the power a leader
  has as a result of his / her position in the
  organization.
• 2. Coercive Power Is the power to punish or
  control.
• 3. Reward Power Is the power of giving positive
  benefits or rewards whether financial or
  otherwise.

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• 4. Expert Power Influence thats based on
  expertise, special skills or knowledge.
• 5. Referent Power Arises because of a persons
  personal traits or desirable resources, e.g.
  admiration of another a desire to be like that
  person, in this case that person has referent
  power over you.
• Most effective leaders rely on several different
  forms of power e.g. giving orders (legitimate),
  praising (reward), disciplining (coercive).

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• Also power must be used wisely to influence
  people e.g. abuse of coercive power may lead to
  weakening or loss of referent power.
• Effective leaders understand the costs, risks,
  and benefits of using each kind of power and are
  able to recognize which to draw on in different
  situations and with different people.

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• Leadership Behaviour
• In the 1950s, the study of leadership and
  leaders shifted from traits to behaviour. This
  raised the exciting possibility that if leader
  behaviour explained leadership effectiveness,
  then leadership could be taught since behaviour
  can be learned and programs can be designed to
  develop effective leaders.
• The trait theories maintained that leaders are
  born Either you have it or you dont. The
  behaviour theories believed that leaders are
  made!

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Leadership Development

• Leadership development means the improvement
  and strengthening of abilities and effectiveness
  of both current and prospective leaders.
• Some of the functions to be developed for
  effective leadership are demonstrated in table 2

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• Table 2 Functions of Effective Leadership
• The provision of a vision that influences all
  who work in the organization.
• Confidence in ones vision and oneself.
• Projecting / communicating the vision.
• Initiating / guiding change.
• Mobilizing commitment and support for
  change.
• Resolving conflict.
• Building of trust.
• Building sustainability
• Developing others.

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Transformational And Transactional Leadership

• Among the contemporary approaches to leadership
  is that leadership in organizations is of two
  types transformational and transactional.
  Transactional leaders are those who guide
  motivate their followers towards established
  goals clarify role task requirements.

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• Transformational leaders on the other hand, are
  mainly concerned with change, the needs of
  followers, and helping followers look at old
  problems in new ways. They are able to excite
  ,arouse and inspire followers to put an extra
  effort and transcend their own self interest to
  achieve group goals.

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• Transformational and transactional leadership
  should not be viewed as opposing approaches.
  Transformational leadership is built on top of
  transactional leadership producing performance
  that goes beyond what would occur with
  transactional approach alone.
• There is evidence that transformational
  leadership is more strongly correlated with lower
  turnover rates, higher productivity, higher
  employee satisfaction.

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• Some authors state that transformational
  leadership is more likely to be practiced by
  senior managers who focus on creating system -
  wide change in relation to organizations
  missions, values, culture, strategiesetc. This
  group maintains that transactional leaders are
  those who usually have a direct
  supervisor-subordinate relationship with their
  followers.

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Emotional Intelligence

• As a result of many researches, Goleman (1998)
  concluded that although successful leaders vary
  in many ways, yet the most effective ones are
  alike in one crucial way

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• They all have a high degree of what has come to
  be known as emotional intelligence. Its not
  that IQ and technical skills are irrelevant.
  They do matter, but mainly as threshold
  capabilities or entry-level requirements for
  executive positions.

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• Recent studies clearly show that without
  emotional intelligence a person can have the best
  training and a brilliant analytical mind but
  still wont make a great leader.

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Table 3 The Five Components Of Emotional
Intelligence At Work
Component Self-awareness Self-regulation

• Definition
• The ability to recognize and understand your
  moods, emotions, and drives, as well as their
  effect on others.
• The ability to control or redirect disruptive
  impulses and moods.
• The propensity to suspend judgment.

• Hallmarks
• self-confidence
• Realistic self-assessment
• Self-deprecating sense of humor
• Trustworthiness and integrity
• Comfort with ambiguity.
• Openness to change.

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Table 3 (continued)

• A passion to work for reasons that go beyond
  money or status.
• A propensity to pursue goals with energy and
  persistence.
• The ability to understand the emotional makeup of
  other people.
• Skill in treating people according to their
  emotional reactions.
• Proficiency in managing relationships and
  building networks.
• An ability to find common ground and build
  rapport.

Motivation Empathy Social skills

• Strong drive to achieve.
• Optimism, even in the face of failure.
• Organizational commitment.
• Expertise in building and retaining talent.
• Cross-cultural sensitivity.
• Service to clients and customers..
• Effectiveness in leading change.
• Persuasiveness.
• Expertise in building and leading teams.

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• I suppose that leadership at one time meant
  muscle but today it means getting along with
  people.
• Indira Ghandi

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EXERCISE (2)

• ??????? ?????? ???????

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Styles of Leadership

• Leadership style is how you behave when you are
  trying to influence the performance of others.
• (A) Tannenbaum and Schmids Continuum of Leader
  Behaviour
• This relates to the decision making authority
  dimension of leader behaviour, and can be
  displayed on a continuum from autocratic to
  laissez-faire as shown in figure 1.

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Continuum of leader decision-making authority
Use of authority by the manager
Area of freedom for subordinates
Manager sells decision.
Manager presents ideas and invites questions
Manager presents tentative decisions subject to
change
Manager defines limits, asks group to make
decisions.
Manager presents problem, gets suggestions, makes
decisions
Manager makes decision and announces it
Manager permits subordinates to function within
limits defined by superior.
(6) DEMOCRATIC
(7) LAISSEZ-FAIRE
(4) (5) PARTICIPATIVE
(1) AUTOCRATIC
(2) (3) CONSULTATIVE
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• NO ONE STYLE IS APPROPRIATE AT ALL TIMES
• CONTINGENCY THEORY

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Factors affecting styles

• 1- Urgency and time factor
• 2- The type of work
• 3- Subordinates characteristics
• 4- Personal characteristics of the leader

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(B) Situational Leadership Model

• In this model leadership style is a combination
  of task and relationship behaviours.

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TASK BEHAVIOUR

• Involves Extent to which leaders organize and
  define roles of followers through clearly telling
  them what to do, how to do it, where to do it,
  and when to do it, and then closely supervising
  their performance.

RELATIONSHIP BEHAVIOUR
Involves Maintaining personal relations with
followers, listening to them, providing support
and encouragement for their efforts, and then
facilitating their involvement and sharing in
problem-solving and decision-making.
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• There are four leadership styles
• Telling, Selling, Participating and Delegating
• BUT
• THERE IS NO ONE BEST LEADERSHIP STYLE.

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• According to Hersey and Blanchard (1996),
  effective leadership is an interplay among
• 1)The leaders task behaviour
• 2)The leaders relationship behaviour
• 3)The followers readiness level to take
  responsibility to perform a task or function.

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Situational Leadership
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• SITUATIONAL LEADERSHIP IS NOT
• SOMETHING YOU DO TO PEOPLE
• BUT
• SOMETHING YOU DO WITH PEOPLE

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Thank You