2. Leadership skills for well educa.pptx

Developing of mindful

1. CHAPTER TWO LEADERSHIP BY: TUT BICHIOK RUACH (MSc of Public health) Jan 2021

2. Leadership “I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep” — Talleyrand

3. Definition Leadership and management are not defined the same way Leadership is a process of directing and influencing task-related activities of group members

4. Cont. The process in which one engages others to set and achieve a common goal, often an organizationally defined goal (Robbins & Judge, 2010). Leadership is mobilizing the interest, energy, and commitment of all people at all levels of the organization.

5. Cont. Leading is influencing others to do what needs to be done The leader sets the stage and then steps out of the way to let others perform. Enables the follower to realize full potential that the follower perhaps did not suspect.

6. Main aspects of leadership Although leadership is defined differently the main aspects of leadership include: I nvolvement of other people in the leadership process. It is very difficult to think of leadership with out people. P resence of unequal distribution of power among leaders and members. Where leaders have very high power in the relationship.

7. Who is a Leader? Leader is an individual in a team influencing group activities towards goal formulation and achievement. A leader is someone who has a vision, and ability to see it through to reality, while keeping everyone else concerned on board.  A person who exhibits positive energy A person who welcomes change

8. C haracteristics of managers versus leaders Leader Manager Innovates Administers An original A copy Develops Maintains Focuses on people Focuses on systems & structure Inspires trust Relies on control Long-range perspective Short- range view Asks what and why Asks how and when Eye on the horizon Eye on the bottom line

9. How do leaders influence other people? Power of a leader is defined as the ability of a leader to influence or change the behavior of other people. The power of leaders comes from a number of sources: I t could be because of : T heir expertise or education/experience T heir position in a government structure A cceptance in the community Degree of authority in rewarding and punishing others, etc.

10. What is vision or vision statement? Definitions # 1 A vision is a mental developed image of a possible and desirable suture states of the organization as well as personal destiny.

11. Cont. Definition # 2 Vision separates the leader from manager managers see what is and leaders what should be. Vision see beyond the horizon. 10 % of the people are forward looking, 10 % of the people are backward looking and 80 % are watching to see who is going to win.

12. Have Personality Trail of Visionary Leader See the invisible Welcome change Appreciate vulnerability (when people are honest to you) Share knowledge E nergize others Benchmarking (applying) experience from people who have gone the same need) Follow through Set ethical standards

13. A Good Visionary Leader Takes a stand Builds and develops strong followers communicates often Plays up his/her strength (strength based leadership) Recognize that leadership is every where (not just at the top) is himself and believe in himself (what you see is what you get ) Understands the game Has Devine interest, concern, and passion for followers and colleagues Learn from mistakes Makes sure that everyone is getting the message

14. Major Functions of Leadership and Management Leadership functions Ability and commitment to motivate people Hard work and working smarter Linking strategic planning to implementation Facilitating teamwork Management functions Planning Organizing Staffing Directing (motivating, leading & communicating) Controlling

15. Connect all nine dots, with just 4 straight lines, without lifting your pencil once you start.

16. Characteristic differences between a Manager & a leader Leadership is concerned with setting large goals, while Management is concerned with the execution of actions to achieve these goals

17. Cont. A Manager is a formally appointed and authorized individual in an organization/system. Direct and support others to do their work effectively Oversee resource utilization and Is accountable for work results. A Leader is an individual in a team capable of influencing group activities towards goal formulation and achievement.

18. Cont. 1. Scan Identifying internal/external conditions influencing desired results Outcome Managers have up-to-date, valid knowledge of their clients, and the organization and its context; they know how their behavior affects others.

19. Environmental Scanning Process

20. Leadership Practice: Focusing (2) Focusing is critical as resources are limited; otherwise, you lose direction & misallocate resources. Focus on: Strategic/critical challenges Organization’s mission & strategy for common picture of the future Articulating long-term direction, purpose & strategies Outcome The organization’s work is directed by a well-defined mission and strategy, and priorities are clear.

21. Leading practices (3) Align and mobilize U niting and motivating internal/external stakeholders to commit resources for desired results Outcome Internal and external stakeholders understand and support the organization’s goals and have mobilized resources to reach these goals.

22. Leading practices (4) . Inspiring Creating a climate of commitment and continuous improvement Outcome Organization displays a climate of continuous learning and staff show commitment, even when setbacks occur

23. Managing practices: Plan:   Organization has defined results, assigned resources, and an operational plan Organize:  Organization has functional structures, systems, and processes for efficient operations; staff are organized and aware of job responsibilities and expectations Implement:   Activities are carried out efficiently, effectively, and Responsively Monitor and evaluate:  Organization continuously updates information about the status of achievements and results

24. Integrated Leading and Managing process

25. Lead and manage simultaneously Leading and managing don’t form distinct, sequential processes The leading practices are not independent of the managing practices Accomplished managers move fluidly between leading and managing to support their teams to face challenges and achieve results

26. Integrated leading and managing process

27. Leading, Managing and Governing for results Model The proof of good leadership lies in achieving measurable improvements in health outcomes through better delivery of Health Services LMG practices interact each other; Interdependent and intricately linked social constructs There is a clear overlap between the roles of leading, managing, and governing Leaders are critical to the governing process Effective leadership is a prerequisite for effective governance and effective management

28. THANKS QUESTION?