Leadership and Quality Improvement


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  • Weihrich H, Koontz H (2005) Management: A Global Perspective. McGraw-Hill, Singapore.
  • Curtis, E., & O‘Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management, 18(5), 32-35
  • Curtis, E., & O‘Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management, 18(5), 32-35Mind Tools. (2012). Dunham and Pierce‘s leadership process model. Retrieved April 15, 2012, from http://www.mindtools.com/pages/article/leadership-process.htm
  • Leadership and Quality Improvement

    1. 1. Jasmine Paul Rachel Duffy Dinh Thi ThePhomolo Madome
    2. 2. “The art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals”. (Weihrich & Koontz, 2005)“Leadership is the art of getting some else to do something you want done because he wants to do it” (Dwight D. Eisenhower)
    3. 3.  Leadership is a process (affecting and being affected by followers) Leadership involves influence (how the leader effects followers) Leadership occurs in groups (context in which leadership takes place) Leadership involves common goals (achieving something together) Leadership is a process whereby an individual influences a group of individuals to achieve a common goal
    4. 4.  Having a structural framework Making sound and timely decisions Setting examples for others – act as a role model Knowing the team and looking out for their well-being Keeping the team informed Ensuring that tasks are understood, supervised and accomplished Using the full capabilities of the team
    5. 5.  To create a supportive where people can grow, thrive, and live in peace with one another To provide sustainability for future generations To create communities of reciprocal care and shared responsibility where every person matters and each person’s welfare and dignity is respected and supported.
    6. 6. Transactional leader Transformational leader Promoting compliance with  Critical thinkers who promote employees or followers. ways of thinking innovatively Leaders are not looking to  Have a vision and the ability to change or think creatively, they implement change when are solely focused on “getting the necessary job done”  Results in a higher performance Rewards are given based on good of employees than transactional work ethic and attitude leadership
    7. 7.  Educated in matters concerning leadership Skilled communicator - promotes self confidence and trust Problem solver Creative - ability to be innovative and think outside the social and political norms Open-minded Motivator - ability to empower others to work towards a common goal Honest and ethical High emotional intelligence - reflective and self-aware
    8. 8.  4 main groups of leadership theories: 1. Behavioral theories – What does a good leader do? 2. Contingency theories – How does the situation influence good leadership? 3. Trait theories – What type of person makes a good leader? 4. Power and influence theories – What is the source of the leaders power?
    9. 9.  Focuses on how leaders behave Kurt Lewin (1930) developed a leadership framework based on a leaders decision-making behavior. 3 types of leaders: Autocratic leaders- make decisions without consulting their teams. Democratic leaders- allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. Laissez-faire leaders- dont interfere; they allow people within the team to make many of the decisions.
    10. 10.  Realization that there isnt one correct type of leader- led to theories that the best leadership style depends on, the situation. Questions to ask: When a decision is needed fast, which style is preferred? When the leader needs the full support of the team, is there a better way to lead? Should a leader be more people oriented or task oriented? The Hersey-Blanchard Situational Leadership Theory links leadership style with the maturity of individual members of the leaders team.
    11. 11.  Leaders share a number of common personality traits and characteristics- leadership emerges from these traits. Early trait theories- Leadership is an innate, instinctive quality that you either have or dont have. Traits are external behaviors that emerge from things going on within the leaders mind – These internal beliefs and processes that are important for effective leadership.
    12. 12.  Based on the different ways in which leaders use power and have influence French and Ravens Five Forms of Power- distinguishes between using your position to exert power, and using your personal attributes to be powerful. Model suggests that using personal power is the better. Expert Power (the power that comes with being a real expert in the job) is the most legitimate of these, that you should actively work on building this.
    13. 13. Focus on interpersonal communication and conflict management. Be a good listener: Listen to what your staff members have to say. Pay attention to people using common courtesy Use powerful, positive language in your interaction with others.
    14. 14.  Respect your staff Look for your staff’s positive qualities Look for the proper time to talk to your staff about work related issues or concerns Be honest Show appreciation Avoid battles Be direct Keep your commitments to staff
    15. 15.  Cohan, P.S. (1957). Value Leadership: The 7 principles that drive corporate value in any economy . Curtis, E., & O‘Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management, 18(5), 32-35 Mind Tools. (2012). Dunham and Pierce‘s leadership process model. Retrieved April 15, 2012, from http://www.mindtools.com/pages/article/leadership-process.htm Peter G. Northouse .(2009). Leadership: Theory and Practice, 2-9 Project Kaleidoscope. (2007). Volume IV: What works, what matters, what lasts: what works an essay what is leadership? Stogdill, R. M. (1974). Handbook of leadership: A survey of the literature. New York: Free Press Susan M. H. Leadership Rewards and Recognition: Leadership Success Secrets. http://humanresources.about.com/od/leadership/a/leader_reward.htm Weihrich H,. & Koontz H. (2005). Management: A Global Perspective. McGraw-Hill, Singapore
    16. 16.  Started with the terms “leadership”, “leadership definition”, and “leadership values”. Read introductions of books dealing with leadership to explore the topic Used CINAHL to research common leadership skills and theories
    17. 17.  Shared ideas and views about leadership and what we thought essential skills were Came together to organize the presentation from a broad view to a specific outline based on theories