Introducing Clinical Leadership which will assist the leader to function as good leader.

The content will assist the clinical staff to be a good leader in their clinical practice.

1. Introduction to leadership

2. What has been your experience of
leadership?

3. “If your actions inspire
others to dream more,
learn more, do more and
become more, you are a
leader”
John Quincy Adams

4. 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.

5. Choose 1 leader
What have they done that inspires you?

6. What motivated you to enter clinical
practice?

7. About this morning
Session 1. Shared leadership and the CLCF 0800
Session 2 Leadership and you 0830
•exercise 1 your professional values
•exercise 2 self assessment
Session 3 Making the CLCF real 0900
•Exercise 3 Review CLCF examples
Session 4 Taking the leadership challenge 0945
•Exercise 4 Linking challenges to leadership
Close 1015
.

8. Learning objectives
•Students understandhow leadership relates to their: -
•practice
•Valueset
•Skills attitudes and behaviorsfor the module and future
working
•Their development areas

9. What is leadership?
•Leadership is a transactional process. A leader affects and is
affected by followers
•Leadership is transitional. Within a MD team leadership moves
around the team dependent on the stage of the process
•Leadership involves influence in a group with a common
purpose. Without influence, leadership does not exist
•Leadership involves attaining goalsand directing a group of
individuals to achieve
Leadership is multi-factorial and distinct from management

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

11. What is Leadership?
“A process whereby an individual
influences a group of individuals to
achieve a common goal”
Northouse

14. 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, we’ve 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.

15. But I’m 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.

16. But I’m 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.
That’s you!

17. Gruen RL, Pearson SD & Brennan TA.JAMA(2004); 291: 94-98

18. How do you choose and
develop a leadership
style?
•Start with yourself.
•Think about the needs of the
organization or initiative.
•Observe and learn from other
leaders.
•Use the research on leadership.
•Believe in what you're doing.
•Be prepared to change.

19. How do you determine
what is an appropriate
style?
•Good leaders usually have a style
that they consciously use most of the
time, but they're not rigid. They
change as necessary to deal with
whatever comes up.
•Be consistent with what people in the
organization expect.
•Your style needs to be consistent
with the goals, mission, and
philosophy of your organization.

20. Leadership simply refers to

21. Qualitas Leader
•You can lead without a position of power —leadership is
about taking responsibility and taking action.
•When leaders see a problem, they tackle the issue through
the following steps:
•Take initiative.
•Investigate.
•Make connections.
•Identify solutions.
•Take action.Leaderscollect data to solve shared problems
—not to advance their own

24. •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
Exercise 1 -Leadership and you!
Warning! Nominate 1 person to feedback

25. 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.

26. Thank You!