This document discusses leadership in the context of healthcare. It begins by defining leadership and distinguishing it from management. It outlines three types of leaders and lists important leadership skills such as communication, decision-making, and delegation. It then discusses key leadership competencies including influencing others, fostering accountability, and building high-performing teams. The document notes some unique challenges of healthcare leadership and tensions between different stakeholder groups. It concludes by emphasizing the importance of leadership for organizational success through inspiring employees, securing cooperation, and providing a good working climate.

1. BAHIR DAR UNIVERSITY
COLLEGE OF MEDICINE AND HEALTH SCIENCE
SCHOOL OF PUBLIC HEALTH
DEPARTMENT OF EPIDEMIOLOGY AND BIOSTATISTICS
ETHIOPIAN FIELD EPIDEMIOLOGY TRAINING PROGRAM
(EFETP)
ASSIGNMENT ON LEADERSHIP
JUNE, 2013 E.C
BAHIR DAR UNIVERSITY, B/DAR
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2. Group members
1.Muluken Jemberu
2. Amare Alemayehu
3. Abebaw Dessie
4. Teshome Tefera
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3. Outlines
• Definition of leadership
• Leadership vs management, boss…
• Types of leader
• Skills of leadership
• Characteristics
• Competencies of leadership
• Leadership in health care
• Importance of leadership
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4. LEADERSHIP
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5. Leadership
• The process of moving a group of people in some
direction through non-coercive means. (John
Kotter of Harvard Business School)
• The ability to capture the attention of people.
(Richard Cyert)
• Anyone who can gather followers in a particular
situation
• “To an extent, leadership is like beauty: it’s hard
to define, but you know it when you see it.”
(Warren Bennis)
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6. Leadership…
• Leadership is getting people to do what you
want them to do; Because they want to do it
(Dwight David Eisenhower)
• Know the skills and competencies required for
a leader to be effective and successful
(R. Neena Rajdev)
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7. Leadership and Management
• Simply defined, management is controlling
people and getting them to do things, while
leadership is influencing people to do things
willingly
• Management is organized along hierarchical
positions and authority
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8. Leadership and Management…
• One’s position as a manager, supervisor, etc
gives the person the authority to accomplish
certain tasks and objectives in the
organisation
• This however does not make one a leader
• It simply makes the person a boss
• Leadership differs in that it makes the
subordinates want to achieve high goals
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9. Leadership and Management…
Management
• Traditional views of
management associate
it with four major
functions: planning,
organizing, leading and
controlling/coordinating
Leadership
• leading is different than
planning, organizing
and coordinating
because leading is
focused on influencing
people, while the other
functions are focused
on "resources" in
addition to people
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10. Leadership and Position
• Leadership is not about position
• People in position of authority are not all
leaders
• People who are not good leaders are found in
positions of authority
• They may be there because-:
–They are most senior
–They are better political manuovers
–They are in good books of the power that be
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11. Three Types of Leaders
• Teachers: willing to break the rules while
following their value code
• Heroes: devoted to great causes and noble
works
• Rulers: motivated to use power to dominate
others
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12. Characteristics of Leadership
• It is a inter-personal process in which a
manager is into influencing and guiding
workers towards attainment of goals
• It denotes a few qualities to be present in
a person which includes intelligence,
maturity and personality.
• It is a group process. It involves two or
more people interacting with each other.
• .
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13. Characteristics of Leadership…
• A leader is involved in shaping and moulding
the behaviour of the group towards
accomplishment of organizational goals
• Leadership is situation bound. There is no best
style of leadership. It all depends upon
tackling with the situations
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14. Leadership skills
• “A skill is “an acquired talent that a person
develops related to a specific task”
Nahavandi (2000)
• A skill can be defined as "an ability which can
be developed, not necessarily inborn, and
which is manifested in performance, not
merely potential“
Katz (1955)
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15. Leadership skills…
• Leadership skills are those skills which a leader
must possess to enable him/her influence and
inspire the followers to attain desired
objectives and goals
• Leadership skills are acquired through
learning, observing and imitating other
successful leaders
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16. Leadership skills…
An Effective leader should have the following
skills:-
• Personal skill
• Communication skill
• Thinking skill
• Delegating skill
• Decision making skill
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17. Leadership skills…
Personal skill
• A leader must have the ability to motivate and
influence himself first
• He has to impress himself before he is able to
impress others
• He must focus on self mastery, self management
and self direction
• He has to have self discipline
• He practices the skills required until they become
habits
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18. Leadership skills…
Thinking skill
• A skilful leader recognizes the desired condition and
plans the strategies to reach the goals
• He is aware of the tools that he needs to accomplish
his mission
• He is also able to identify and understand problems,
think through them and see the big picture
• He learns from his experience and assigns meanings to
the ideas and understanding
• He looks for what works and explore more possibilities
• He then charts the process of his actions
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19. Leadership skills…
Communication skill
A leader should know how to send and receive
information of data effectively
He must be an active listener and have good
oral, writing, and presentation skills
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20. Leadership skills…
Delegating skill
• A leader delegates a certain amount of his power to act
or make decisions
• He believes in getting other people involved and
empowering their growth
• He provides clear information and expectations
• He makes the person understands the result the
person has to produce
• The person who receives the authority is someone
capable and motivated to get the job done
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21. Leadership skills…
Delegating skill (contd)
• Once he has delegated the task, he offers his
assistance, opinions and receives feedback. He
avoids the need to have control
• A responsible leader is aware that he gains his
leadership skills from the knowledge of other
leaders
• He then transfers his skills to others and trains
them to become skilled leaders
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22. Leadership skills…
Decision making skill
• One of the important leadership skills is the
ability to make decisions
• A leader has to think and act fast
• He must have the courage to make decisions
even if it involves taking some risks
• The more right decisions he makes, the better
he becomes in making more
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23. Leadership competencies
• Competence can be defined as the ability of
an individual to perform a task using his/her
knowledge, education, skills, and experience.
Herringer (2002)
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24. Leadership competencies…
• Competencies are the knowledge, skills, and
attitudes that the individuals presently have that
allow them to perform their jobs
• Competencies can be thought of as the state or
quality of being well qualified to perform a task
• Competencies are probably most closely related
to abilities
• A person gains competency through education,
training, experience, or natural abilities
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25. 7 key Leadership competencies
The seven key leadership competencies are:
• Influencing others
• Fostering Accountability
• Building Positive Working Relationship
• Coaching for Improvement
• Communicating Effectively
• Working Effectively
• Building a High Performing Team
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26. 7 key Leadership competencies…
Influencing others
• A Leader must have the ability to get others to
act in the desired way
• He has the ability to win respect from those who
must be influenced, and to build mutual respect
• He will give directions and expectations in an
appropriate way to influence others to act, and
he is also open to ideas and listen actively to
others
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27. 7 key Leadership competencies…
Fostering Accountability
• A Leader establishes in their team members a
commitment to achieving results by building a
culture of accountability
• He models this with his behaviour, displaying
accountability by his actions
• He promotes accountability and hold each Team
Member personally responsible for their area
• He reacts to deadline and targets with positive or
corrective feedback
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28. 7 key Leadership competencies…
Building Positive Working Relationship
• A Leader actively builds a network of positive
working relationships, both internally with other
department & colleagues, and externally with
clients
• He takes responsibility for ensuring that a
relationship is positive and effective, that it works
well for both parties
• A Leader actively seeks to demonstrate respect
for self and respect for others
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29. 7 key Leadership competencies…
Coaching for Improvement
• A Leader develops the potential of every Team
Member and ensures that they are achieving
the desired performance
• He works with each to ensure each is
contributing positively to the team dynamic
• He reads others - to appreciate their
strengths, areas for development, personality
style, learning style and motivators
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30. 7 key Leadership competencies…
Communicating Effectively
• A Leader PLANS how to communicate,
identifying the objectives, the method, the
structure etc
• He reviews the outcome of the
communication and they learn from this
• He uses different forms of communication
effectively, the right channel for the given task
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31. 7 key Leadership competencies…
Working Effectively
• A successful Leader plans his own workload,
prioritising key tasks and ensuring the
appropriate allocation of time and effort to
achieve the required results
• He organises and structures, building good
working processes, systems and habits so that
they can effectively achieve their objectives,
goals and targets
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32. 7 key Leadership competencies…
Building a High Performing Team
• The Leader organises the team and build good team
processes
• He communicates well to the team, about the
business, the team purpose, progress on goal
achievement etc
• He gives feedback, celebrate goal achievement and
motivate to improve
• He challenges and encourages the team to improve,
find new ways of doing things and to develop the
desired competencies and team values
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33. Leadership in Healthcare is;
• Unique in that there are multiple
stakeholders: – Clinicians – Medicine, Nursing
& Allied Health
• Managers
• Bureaucrats
• Politicians
• Advocacy groups
• The Media
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34. International Issues and Challenges for
Healthcare Leaders
• Sustainability
• Community/patient expectations
• Clinical governance and accountability
• The way health services are delivered
• Workforce capacity and sustainability
• Political influence and intervention
• Performance improvement & patient safety
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35. Tensions between Different Key
Groups
• Politicians – political leaders with a short term focus
and usually politically biased
• Bureaucrats – Responsible for policy development and
its implementation but do they lead?
• Clinicians – Access clinical resources and accountable
for delivering quality patient outcomes. Lead clinical
innovation and service delivery
• Managers – Can lead an organisation / service but are
accountable for the “bottom line” and organisational
performance
• Patients – leading “advocacy” & self-care
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36. Leadership Vs Boss
• The boss drives people; the leader coaches them
• The boss depends on authority; the leader on good will
• The boss inspires fear; the leader inspires enthusiasm
• The boss says 'I'; the leader says 'we
• ' The boss fixes the blame for the breakdown; the
leader fixes the breakdown
• The boss knows how it is done; the leader shows how
• The boss says 'go'; the leader says 'let's go!‘
H. Gordon Selfridge 1864-1947, American-British retail
magnate
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37. Evolution of leadership
Leading
yourself
Leading other
individuals
Leading
groups and
teams
Leading
groups and
organizations
Leading
communities
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38. Successful leadership in Healthcare
• A focus on mission vision and values
• A culture of teamwork and change
• Communication and transparency
• Rewards and recognition
• Leadership development
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39. Transformational leadership in
healthcare
• Empowering workers
• Negotiating workplace goals rather than
issuing orders
• Making managers accountable to their
subordinates
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40. A list of things a leader must do
• Communicate effectively
• Get out of the corner
office
• Be out there representing
the organization
• Praise employees
• Share your vision
• Make it happen
• Motivate others
• Invest in your employees
• Visit clients
• Don’t micromanage
• Develop a true team
environment
• Surround yourself with
people who complement
each other and your own
skills
• Don’t forget yourself!
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41. Importance of leadership
• Leadership is an important factor for making an
organization successful
• Leadership is an important function of management
which helps to maximize efficiency and to achieve
organizational goals
• Leadership helps an organization in the following
ways:
• Inspires employees
• Secures cooperation
• Creates confidence
• Provides good working climate
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42. 42
“If your actions inspire others to dream more,
learn more, do more and become more, you are a
leader.” (John Quincy Adams)

43. THANK YOU !!!
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44. References
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