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06 Leadership, management & how to lead changes
1. Leadership, Management,
and How to Lead Changes
Hirotaka Onishi MD, MHPE
Int’l Research Center for Medical Education,
Graduate School of Medicine,
University of Tokyo
2. Overview
1. Leader and manager
2. Four frameworks by Bolman & Deal
3. Situational Leadership Theory by
Hersey & Blanchard
4. Team-oriented Approaches
6. A Leader Can Be….
President of a school/university
Department head
Chairman of a committee
Leader of a PBL group
A physician seeing a critically ill patient
Master of one’s home
Most people have some kind of leader
role experiences
7. Leadership
The action of leading a group of people
or an organization (Oxford Living Dictionary)
One important question in education is,
“can we teach leadership to anyone?”
8. Who Is a Good Manager? Is a
Manager Different from a Leader?
9. Leader vs Manager
Leaders:
Align people
Motivate & inspire
Decide direction
Initiate change
Move forward
Managers:
Plan & budget
Organize & staff
Solve Problems
Produce order &
predictability
Complete tasks
11. Vision vs Mission
The Vision describes a future identity and the
Mission describes how it will be achieved
Mission statement may define the purpose or
broader goal for being in existence or in the
business. It serves as an ongoing guide without
time frame.
The Mission can remain the same for decades if
crafted well.
Vision is more specific in terms of objective and
future state. Vision is related to some form of
achievement if successful.
12.
13. Strategies to
Manage Change (Kotter)
1. Establishing a sense of urgency
2. Forming a guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Generating short-term wins
7. Consolidating gains & producing more
change
8. Anchoring the change in the culture
14. Key Steps
Sense of urgency
People do not want to change because
they like to maintain stable situation
Good management stability !!
Outside pressure vs inside stability
Vision sharing
Vision where to go
Small win
Experience of winning will motivate people
16. 4 Frameworks for Leadership:
The Bolman/Deal Model
1. The Structural Framework
2. The Human Resource Framework
3. The Political Framework
4. The Symbolic Framework
Some frameworks work better than
others in some situations
Bolman & Deal, 2008, Reframing Organizations 4th Ed
17. Which Framework Do You
Use for Each Situation?
Political
Framework
Human
Resource
Framework
Structural
Framework
Symbolic
Framework
18. Structural
Framework
Clarify organizational goals (missions)
Manage the external environment
Develop a clear structure appropriate
to task, and environment
Clarify lines of authority
Focus on task, facts, logic, not
personality and emotions
Political
Framework
Human
Resource
Framework
Structural
Framework
Symbolic
Framework
20. Structure
Formal structure
Organizational chart
Informal structure
Direct contact with friends, relatives, secret
group, etc
Informal structure sometimes plays
very important role
21. Human Resource
Framework
Manager views people as the heart of any
organization and attempts to be responsive to
needs and goals to gain commitment and
loyalty.
The emphasis is on support and
empowerment. The HR manager listens well
and communicates personal warmth and
openness.
Political
Framework
Human
Resource
Framework
Structural
Framework
Symbolic
Framework
22. Labor Management
Perspectives
Salary and Bonus
Relationship with pay raise and evaluation
Vacation leave, benefits package
Party, Excursion, Drinking…
Environmental control
Personal space, lighting/air flow
Rules and regulations
23. Human Resource
Management Perspectives
Job satisfaction and motivation control
Labor division and cooperation
Freedom, Task ordering
Career management, work-life balance
Personal ability vs Organizational power
Evaluation/Reward system
24. Political
Framework
The political leader understands the
political reality of organizations and
can deal with it. He or she understands
how important interest groups are,
each with a separate agenda.
Political
Framework
Human
Resource
Framework
Structural
Framework
Symbolic
Framework
25. What is Politics?
Power game for limited resources
Possible resources
Human resource
Time
Money, budget
Facilities and equipments
Information
26. Three People: Win-Win-Win
Ex) A young researcher would like to have budget for a
research work. He has enough time to work for a
senior member with skills to analyse data. A senior
researcher would like to be helped for a data
analysis. A department head knows the needs of
both persons and take them to a dinner to have a
discussion between two researchers to help each
other. Two researchers thanked the head to support
any kind of work.
27. Symbolic
Framework
This leader views vision and inspiration as critical;
people need something to believe in.
People will give loyalty to an organization that has a
unique identity and makes them feel that what they
do is really important.
Symbolism is important as is ceremony and ritual to
communicate a sense of organizational mission.
These leaders tend to be very visible and energetic
and manage by walking around
Political
Framework
Human
Resource
Framework
Structural
Framework
Symbolic
Framework
28. Which Framework Do You
Use for Each Situation?
Political
Framework
Human
Resource
Framework
Structural
Framework
Symbolic
Framework
Heart of the
organization is
people
Empowerment
Servant
Inspiration
Prophet
Visions
Recognizes
major
constituencies
(stakeholders)
Coalition
Problem based
Processes
Analysis
Design
29. How Does Official Position
Influence Leadership
The Structural Framework
Line of information, decision making, etc
The Human Resource Framework
Salary, social welfare, etc
The Political Framework
Share resources, support, etc
The Symbolic Framework
Positioning itself has symbolic meanings
30. Case 1-1
You are appointed as the chief expert for a
project to establish a new teaching hospital in
a remote area to strengthen community-
based medical education. The project is
financially supported by a bilateral agency.
You can appoint three local experts in the
setting you choose.
What kind of tasks would you like to assign to
those three experts? Please draw a big
picture of the project.
32. S3 (Participating)
Leader and follower
decide together
S2 (Selling)
Leader decides,
with explanation
S4 (Delegating)
Follower decides
S1 (Telling)
Leader decides
Task Behavior
Relationship
Behavior Leader Style
(S = Style)
33. What is YOUR “Natural”
Leadership Style?
TELL: You decide and tell
SELL: You decide and explain
PARTICIPATE: You decide together
with follower
DELEGATE: You let the follower
decide and support the decision
36. High Moderate Low
R4 R3 R2 R1
Able &
Willing
or confident
Able but
Unwilling or
insecure
Unable but
Willing or
confident
Unable &
Unwilling or
insecure
Explain
decisions
and provide
opportunity
for
classification
Share ideas
and facilitate
in decision
making
Turn over
responsibility
for decisions
and
implementation
Provide
specific
instructions
and closely
supervise
performanceS4
S3 S2
S1
(SupportiveBehavior)
RELATIONSHIP
BEHAVIOR
LEADER BEHAVIOR
TASK BEHAVIOR (Guidance)
FOLLOWER READINESS
(Low)
(High)
(High)
FOLLOWER DIRECTED LEADER DIRECTED
37. Leadership Styles –
Situations for Reflection
What are the consequences of a
mismatch between leadership style
and followers’ readiness?
How is this relevant to being an
educational leader?
38. Case 1-2
Following Case 1-1, please consider
how to allocate resources to the local
experts.
State a tag line for the teaching hospital
for the new webpage of the project.
40. Key Characteristics
of Teams
Shared goal(s)
Interdependent members
Explicitly defined membership
Members have authority to manage
their own work
Context specific operation
Hackman 1990
41. What is an Optimal Team
Size and Why?
> 2, < 25 members
Smaller teams have fewer
complementary skills to draw from
Larger teams are more likely to have
problems with team common purpose
and commitment
42. Components of Effective
Team Building
1. Clarity of
expectations and
objectives
2. Perspective
3. Dedication
4. Capability
5. Contract
6. Resources
7. Power
8. Cooperation
9. Communication
10. Creative
improvement
11. Responsibility and
accountability
12. Harmonization
13. Cultural change
Fapohunda. Towards Effective Team Building in
the Workplace. Int J Educ Res 1(4):1-12, 2013
43. Case 1-3
List stakeholders
Features of the hospital
# of beds
specialty care, other costly services like imaging…
Specify differences from similar hospitals
How to find human resources
Time frame to proceed the project
How to evaluate the success