4_Leadership in healthcare.pptxgcgxhgscfgbdfxcf

vcn bx

1. Leadership in healthcare organizations 1

2. Learning Objectives At the end of the session , students will be able to: Define leadership Discuss leader shift so as to become a manager who leads Discuss the leadership practices or competencies Recognize the role of power and authority in leadership  2

3. Introduction to l eadership Leadership is a key element of any organization, and an organization’s success or failure can be largely attributed to it Leadership is an essential component of the organizational climate an organization’s leadership is responsible for establishing an environment that facilitates the organization’s successful performance and the staff’s motivation toward that end Leadership is a process by which people are imaginatively directed, guided, and influenced to select and attain goals 3

4. Introduction… It is a behavior an individual uses to influence others to follow A leader without followers is not a leader Health care executives who have control over any number of staff cannot be considered leaders unless their staff are inspired to follow them The critical (and only) variable in healthcare leadership is the degree of inspiration felt by followers leadership is the process by which one person influences others to do something voluntarily rather than out of fear or as a result of coercion This voluntary aspect distinguishes leadership from other processes such as influence by authority or power 4

5. Introduction… leaders envision a desired future : when leaders adopt a powerful vision that other people agree with and want to be part of, followers are more motivated to act Leaders foster innovation and change There are a number of forces driving change in contemporary healthcare leaders are challenged to think in new ways, adjust to change, and lead that change Facing this challenge is seen as an integral part of leadership competency Leaders will need to encourage ideas from all levels within the organization this sets the stage for a culture of innovation and, the leader serves as a change agent to skillfully communicate to and involve those affected by the change 5

6. Leading, managing and governing practices Leading, managing and governing are complementary to reach for and achieve results. This approach is based on the belief that improvements in health care are made by managers who lead, manage and govern well Managers who lead, manage and govern should apply the 12 Leading, managing and governing practices Applying these practices consistently leads to strong organizational capacity, better health services and ultimately, lasting improvements in people’s health 6

7. Leading, managing and governing practices Leading practices Scanning Focusing Aligning and Mobilizing Inspiring Governing practices Cultivate accountability Engage with stakeholders Set shared direction Steward resources 7 Managing practices Planning Organizing Implementing Monitoring and Evaluation

8. Scanning Scanning involves getting information so you can act on it A critical skill for scanning is listening to others looking for feedback from clients, colleagues, supervisors, communities - adjustments to strategies & plans identify client and stakeholder needs and priorities recognize trends, opportunities, and risks that affect the organization look for best practices identify staff capacities and constraints know yourself, your staff, and your organization – values, strengths, & weaknesses Organizational outcome Managers have up-to-date, valid knowledge of their clients, the organization, and its context; they know how their behavior affects others 8

9. Focusing managers who lead focus their limited time, energy, and resources on priority actions use what you have learned from scanning for focusing resources are nearly always insufficient or scarce develop the crucial ability to articulate the organization’s mission and strategy identify critical challenges link goals with the overall organizational strategy determine key priorities for action create a common picture of desired results Organizational outcome Organization’s work is directed by well-defined mission, strategy, and priorities 9

10. Aligning and mobilizing To bring people together around a common goal or shared vision to ultimately improve health outcomes unite key stakeholders around an inspiring vision ensure congruence of values, mission, strategy, structure, systems, and daily actions facilitate teamwork link goals with rewards and recognition enlist stakeholders to commit resources the essential skill needed for this practice is being able to connect and work with others toward a common vision, crossing boundaries of gender, professional status, language, cultural background, or politics Organizational outcome internal and external stakeholders understand and support the organization’ goals and have mobilized resources to reach these goals 10

11. Inspiring To awaken feelings, to bring about hope, positive change, and impact match deeds to words demonstrate honesty in interactions show trust and confidence in staff, acknowledge the contributions of others provide staff with challenges, feedback, and support be a model of creativity, innovation, and learning encourage people to be the best they can be 11 Actions DO speak louder than words “Not the cry but the flight of the wild duck leads the flock to fly and to follow”…Chinese proverb Organizational outcome Organization displays a climate of continuous learning and staff show commitment, even when setbacks occur

12. Planning Involves the logical sequencing of activities and resources needed to achieve stated objectives. Without plans, your work environment will be chaotic and performance will be haphazard. Set short and long-term organizational goals and performance objectives Develop multiyear and annual plans allocate adequate resources (money, people, and materials) anticipate and reduce risks Organizational outcome Organization has defined results, assigned resources, and an operational plan 12

13. Organizing ensures that resources are available at the right time, in the right place, and in the right quantities to get the work done making sure that you have in place the systems, procedures, and processes that make it possible to execute assigned tasks for staff. ensure a structure that provides accountability and delineates authority strengthen work processes to implement the plan Organizational outcome Organization has functional structures, systems, and processes for efficient operations; staff are organized and aware of job responsibilities and expectations 13

14. Implementing integrate systems and coordinate work flow balance competing demands routinely use data for decision-making coordinate activities with other programs and sectors adjust plans and resources as circumstances change Organizational outcome Activities are carried out efficiently, effectively, and responsively 14

15. Monitoring and Evaluating monitor and reflect on progress against plans provide feedback identify needed changes improve work processes, procedures, and tools Organizational outcome Organization continuously updates information about the status of achievements and results, and applies ongoing learning and knowledge 15

16. Cultivate accountability Engage with stakeholders Set shared direction Steward resources 16 Governing Practices

17. Integrating the practices of leading and managing Leading and managing do not form distinct, sequential processes that you complete separately The leading practices are not independent of the managing practices Both aim at achieving good results and responding effectively to challenges Facing challenges requires you to scan, focus, and plan After scanning your environment to identify your challenges, you focus on a few priority challenges and make a plan to address them 17

18. Integrating the practices of leading and managing... Once you have a plan that addresses your challenges, you need to align and mobilize your stakeholders, staff, and resources, organize your team and the work, and implement the plan to produce results Throughout this process, you inspire your group by enabling your staff to act on their commitment, creativity, and learning The energy to do the work is partially fuelled by inspiring people Lessons learned about effectiveness and performance are cycled back into new plans through monitoring and evaluation 18

19. Integrated leading & managing process 19

20. Leading, managing, and governing for results the MSH Results Framework, shows the logical impact of integrating the practices of good leaders and managers with smart governing to achieve stronger health systems and greater health impact. When people who govern lead and govern well, and people who manage lead and manage well, health system performance improves Improved health services contribute to better health of populations 20

21. Figure: Leading, Managing, and Governing for Results Model The three circles represent the core components of strong and well-functioning organizations 21

22. Practices of exemplary leadership To effectively model the behavior they expect from others, leaders must first be clear about their guiding principles – they must clarify values They set the standard for living those values with integrity Exemplary leaders know that it’s their behavior that earns real respect They practice what they preach - t heir words and deeds are consistently aligned Powerful speeches about common values may inspire for the moment but are not enough to build and sustain credibility - it’s what we do that makes a difference leaders build commitment by affirming and communicating shared values that all can embrace and engaging others in achieving common goals 22 K ouzes and Posner 2011 - The Five Practices of Exemplary Leadership

23. Practices of exemplary leadership… Leaders engage others in tying their personal dreams to the aspirations of the group to create a shared vision These followers will commit their talents, time, and energy to working together to achieve greatness By envisioning a future of ennobling possibilities and enlisting others by appealing to shared aspirations, leaders inspire a shared vision . Leaders breathe life into visions through vivid language and an expressive style, and uplift others with their infectious enthusiasm and excitement to strive toward achieving the group’s goals for the greater good 23

24. Practices of exemplary leadership… Exemplary leaders are pioneers at taking the initiative in searching for innovative ways to improve their own work, that of their teams, and their organizations Rejecting the status quo, they experiment and take risks, treating the inevitable mistakes as important learning opportunities and creating a safe environment in which others can learn from failures as well as from successes they “get out of the box” as they actively seek out and recognize good ideas—from anyone, from anywhere—take the lead in challenging the system to adopt change Exemplary leaders also create a climate in which others feel safe and supported in taking risks and stepping outside their comfort zones 24

25. Practices of exemplary leadership… Leadership is a team effort, not a solo expedition only solid trust and strong relationships can transform shared visions into reality. Helping others to see themselves as capable and powerful—to nurture positive self-esteem—is key to mastering the art of mobilizing others leaders involve others in decision making and goal setting, and build teams with spirit, cohesion, and a true sense of community Leaders strengthen everyone’s capacity with shared goals and shared roles that bind people together in collaborative pursuits. Leaders act as coaches and teachers, giving people challenging tasks, clearing away obstacles, and supporting others. 25 By fostering collaboration, building trust, and facilitating relationships, leaders Enable Others to Act with increased self-determination and competence.

26. Practices of exemplary leadership… When striving for excellence, especially in time of great change, people can become exhausted, can become frustrated, often are tempted to give up leaders know that and rise to the call to inspire others with courage and hope leaders make sure that people understand in their hearts that what they do matters . leaders recognize contributions by showing appreciation for individual excellence and celebrate the values and victories by creating a spirit of community They credit for a job well done, celebrating people’s accomplishments in personal and meaningful ways 26

27. Health break with leadership lesson 27 Why do geese fly in the shape of a ‘V’ ? What leadership lesson we learn from?

28. Leader Shift: Looking at your mindset and values “If you look to lead, invest at least 40 percent of your time managing your ethics, character, principles, purpose, motivation, and conduct.” … Dee Hock Leader shift is the attitudinal and behavioral shifts that leaders can make to improve their effectiveness as leaders To shift your mindset, it is critical to know your values, because they will influence the kind of future you can create and will guide and sustain you on your journey A mindset is a habitual way of interpreting and responding to situations Examine your beliefs and assumptions 28

29. Shift perspective FROM . . . . . . TO . . . Counting on individual heroism Collaborative actions Despair and cynicism Hope and possibility Blaming others for problems Taking responsibility for challenges Scattered, disconnected activities Purposeful, interconnected actions A preoccupation with oneself A concern for the common good and generosity toward others 29

30. From heroic leadership to collaborative action work based on the heroic actions that you take alone, to collaborative actions that build on the strength of groups the challenges you face cannot be addressed if you think that you must – and are the only one who can – solve all problems developing and acknowledging everyone on the team ensure that everyone is clear about and has agreed to their roles and responsibilities and then hold them accountable check that you are delegating tasks that you do not need to execute yourself and that others can do - let people learn from their mistakes practice speaking less, listening more , and leaving more room for others 30

31. From despair and pessimism to optimism and hope a state of despair or cynicism, where you see impossible problems and obstacles, to a place of hope and dreams, where you see possibilities to make things better; It is hard to attract followers if you preach a message of despair and powerlessness Yet most planning methodologies start by listing all the problems, which can quickly overwhelm a group and feed a feeling of helplessness This leader shift requires that you develop the leadership practice of inspiring your staff and breathing life into their work 31

32. From blaming others to taking on challenges Reframing an issue from being a problem that is caused by – and must be solved by – others to being a challenge that you will take on Consider how you might be contributing to problems Take responsibility for any failures Use proactive language rather than reactive language Instead of saying, “There is nothing I can do!” say, “Let’s see what we can do about that.” 32

33. From disconnected activities and busyness to concerted and purposeful action unrelated activities carried out for their own sake, to purposeful work directed toward achieving results that matter; Bring your team members together and use their diverse skills and perspectives to solve problems as they occur people who are preoccupied with their specific area of responsibility often lack the time to share ideas with people working in other relevant areas and miss opportunities to work together and contribute to each other’s objectives 33

34. From a preoccupation with oneself to generosity and a concern for the common good Preoccupation with yourself and ways to satisfy your needs, to a place where you can generously and compassionately serve a greater good and inspire others to do the same your self-absorption will interfere with your ability to provide the stewardship that the health system needs from you and can no longer be effective check whether your attitudes and actions are helping the people you are serving or distracting you from helping them Good leaders channel their ego needs away from themselves and into the larger goal of building a great organization their ambition is first and foremost for the institution, not themselves 34

35. Power and authority in leadership formal leaders who by virtue of their title or position are identified in terms of the organizational structure as leaders; A formal leader is someone officially invested with organizational authority and power and generally given the title of manager, executive, or supervisor Informal leaders demonstrate certain characteristics that enable them to influence others but are not formally designated as leaders by virtue of their title or position within the organization They lack formal authority, or even responsibilities; but by virtue of a personal attribute or superior performance, or perhaps charisma, they play a leadership role by influencing others 35

36. Power and authority in leadership… Influence is important to the leadership process - it is the means by which leaders persuade others to follow them To have influence, however, one must also have power Leadership in organizations involves the use of various types of power to influence performance and achieve goals. Power is the ability of one person to cause another person to do something they otherwise might not do - It is the potential to exert influence authority is the formal power a person holds because of their position in the organizational hierarchy There are different sources of power 36

37. Power and authority in leadership… Legitimate Power : is the power assigned to a given position within an organizational structure When the individual leave the position, the power remains with the position Reward Power : managers are given administrative control over a range of rewards and resources Employees can be influenced by the possibility of receiving rewards in exchange for performing work Coercive Power : is based on a leader’s ability potentially to punish or dismiss an employee and is, in part, implied by a leader’s legitimate power 37

38. Power and authority in leadership… Referent Power : is the power of one individual to influence another by force of character or personal charisma an individual may be admired because of a specific personal trait, and this admiration creates the opportunity for interpersonal influence within a group or organization Charismatic power is defined as an intense form of referent power and originates from an individual’s personality, physical characteristics or other ability or characteristic that causes others to believe in and follow that person 38

39. Power and authority in leadership… Expert Power : is associated with the particular qualifications possessed by an individual, including specialized skills, knowledge, abilities, or experience especially when the organization needs and values the specialized skills, knowledge, abilities, or experience; the skills are scarce Information Power : is power that comes from access to and control over information within the organization the more information a person has, the more power that person has 39