What is Shared Leadership?

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What is Shared Leadership?
Acts of leadership can come from any individual
in the organisation, as appropriate, at different
times
Self-leadership feeling confident to contribute
and act
Leadership is not restricted to those who hold
designated leadership roles
A dynamic, interactive influencing process among
individuals in groups
There is a collective shared responsibility for
success of the organisation and its services
Emphasises teamwork and collaboration objective
is to lead one another to achieve group goals
Pearce and Conger
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What is Leadership?

• A process whereby an individual influences a
  group of individuals to achieve a common goal
• Peter Northouse

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The leadership problem

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

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But Im 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.

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Leadership for CO and midwives is
Leadership in Malawi is about delivering high
quality services to patients by Demonstrating
personal qualities Working with others Managing
services Improving services Setting direction

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The CLCF
Domains 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

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Domain 1

• Demonstrating Personal Qualities
• 1.1 Developing self awareness
• 1.2 Managing yourself
• 1.3 Continuing personal development
• 1.4 Acting with integrity
•  

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Elements x 4

• For 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

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Contextual descriptors

• 1. 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.

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Gruen RL, Pearson SD Brennan TA. JAMA (2004)
291 94-98
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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
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Exercise 1 - Leadership and you!

• 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

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
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Exercise 1 - Leadership and you!

• 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

Warning! Nominate 1 person to feedback
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Exercise 2 Making the CLCF real!

• CLCF booklet handouts
• Working in groups - 1 CLCF domain per group
• Step 1 Review the practical examples e.g student,
  practitioner, experienced practitioner
• Are the generic examples suited to Malawi
• Are the discipline specific examples relevant,
  Can they be tweaked/altered or need a lot of
  change
• Can you write an example?
• Step 2 Review the learning and development
  activity. Is it suitable?

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Exercise 3 Taking the Leadership challenge!

• 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

Warning! Listen to feedback very carefully I will
ask you to comment
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• 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.
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Building evidence

• 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

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.
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
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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