Apply these leadership and management frameworks to make a strategic organizational and social impact.

1. LEADERSHIPAND MANAGEMENT
FOR EFFECTIVE SOCIAL IMPACT
PRESENTER- Christiana Osuji, AMNIM, ACIPM,
HRPL

2. TRAINING OBJECTIVES
After the training, participants should be able to:
 Understand and describe some concepts of leadership and management
 Link a framework of leadership and management to results
 Build functional teams
 Manage and resolve conflicts
 Understand and describe systems thinking
 Influence decision making
 Use data for decision making
 Have basic skills for communicating effectively

3. What do you have to say
about leadership?BRAINSTORM
What historical perspectives on
leadership do you know?

4. What do experts have to say about leadership?
Adapted from: The Manager, 2001, Volume 10 (3), Management Sciences for Health.

5. LEADERSHIP AND MANAGEMENT 1/2
Leadership is a practical exhibition of skills
that inspire, motivate and compel
followership.
Leadership spurs action in others without
exerting forceful authority.
Leadership speaks to the needs and
sensibilities of others, takes responsibilities
and makes impact/results a priority.

6. LEADERSHIP AND MANAGEMENT 2/2
According to Peter Drucker, “Leadership is doing the right thing. Management is
doing it right.”.
 He’s saying that leaders have a moral obligation to others, and that managers
know how to get a job done. This is a great combination of duties and very
reflective of the ideas we associate with transformational leadership, too!
 He also believed that you needed to learn both management and leadership skills.
In fact, as you can see in this quotation, he believed that you needed to be a good
manager before you should attempt to lead others!

7.  The leading and managing framework created by the Management Sciences for Health
provides apt blueprints to leadership and management.
LEADING AND MANAGING FRAMEWORK
LEADING MANAGING
• Scanning
• Focusing
• Aligning/Mobilizing
• Inspiring
• Planning
• Organizing
• Implementing
• Monitoring and Evaluating
Source: Management Sciences for Health (2005). Managers Who Lead: A Handbook for Improving Health Services, 3rd Ed. Management Sciences for Health: Cambridge, MA. P.12

8. LEADING FRAMEWORK 1/2
SCANNING
 Identify stakeholder needs and priorities
 Recognize trends, opportunities and risks that affect the
organization
 Look out for best practices
 Know yourself, your staff and your organization- values,
strengths and weaknesses.
FOCUSING
 Articulating the mission and strategies for people.
 Identifying critical challenges.
 Showing people how to link strategies to goals
 Determine priorities for action
 Creating a common picture of desired results
outcomes
Managers have up-
to-date knowledge
of their clients,
organization and
context-how their
behaviour affect
others.
The organization’s
work is directed by
well-defined
mission, strategy
and priorities
outcomes
Source: Management Sciences for Health (2005). Managers Who Lead: A Handbook for Improving Health Services, 3rd Ed.
Management Sciences for Health: Cambridge, MA. P.12

9. LEADING FRAMEWORK 2/2
ALIGNING AND MOBILIZING
 Ensuring the organization is consistent in its values,
mission, strategy structure, daily actions
 Facilitate teamwork
 Link goals with rewards and recognition
 Enlist stakeholders to commit resources
INSPIRING
 Match deeds to words
 Demonstrate honesty in interactions
 Show trust and confidence in staff, acknowledge
others
 Provide staff with challenges, feedback and support
 Be a model of creativity, innovation and learning
outcomes
Internal and
external
stakeholders
understand and
support the
organization’s
goals and have
mobilized
resources to reach
these goals.
Your organization
displays a climate of
continuous learning
and staff show
commitment.
outcomes
Source: Management Sciences for Health (2005). Managers Who Lead: A Handbook for Improving Health Services, 3rd Ed.
Management Sciences for Health: Cambridge, MA. P.12

10. MANAGING FRAMEWORK 1/2
PLANNING
 Set short-term organizational goals and performance
objectives
 Develop multi-year and annual plans
 Allocate adequate resources (money, people, and
materials)
 Anticipate and reduce risks
ORGANIZING
 Ensure a structure that provides accountability and
delineates authority.
 Ensure that systems for human resource
management, finance, logistics, quality assurance,
operations, information, and marketing, effectively
support the plan.
 Align staff capacities with planned activities.
outcomes
Organization has
defined
results, assigned
resources, and an
operational plan.
Organization has
functional structures,
systems, and
processes for
efficient operations;
staff are organized
and aware
of job responsibilities
and expectations.
outcomes
Source: Management Sciences for Health (2005). Managers Who Lead: A Handbook for Improving Health Services, 3rd Ed.
Management Sciences for Health: Cambridge, MA. P.12

11. MANAGING FRAMEWORK 2/2
IMPLEMENTING
 Integrate systems and coordinate workflow
 Routinely use data for decision making
 Coordinate activities with other programs and sectors
 Adjust plans and resources as circumstances change
MONITORING AND EVALUATION
 Monitor and reflect on progress against plans.
 Provide feedback.
 Identify needed changes.
 Improve work processes, procedures, and tools.
outcomes
Activities are
carried
out efficiently,
effectively, and
responsively..
Organization
continuously
updates information
about the status of
achievements and
results, and applies
ongoing learning
and knowledge..
outcomes
Source: Management Sciences for Health (2005). Managers Who Lead: A Handbook for Improving Health Services, 3rd Ed.
Management Sciences for Health: Cambridge, MA. P.12

13. Building Functional Teams
TRUST
CLEAR
COMMUNICATION
DEFINITION OF
SENSE OF
PURPOSE
RELATIONSHIP
ABOVE TASK
How much trust and correlation exists among team
members?
How well do you establish an atmosphere for
communication and clarity of thoughts?
How clear is the direction of a collaboration?
Do not forget the importance of building
relationships with team members
Source: Leadership and Management in Health (LMIH), University of Washington’s Department of Global Health, E-Learning Program.
A vital skill relevant to leading and managing is building functional teams. This is achievable if the
following are imbibed:

14. CONFLICT MANAGEMENT
 Winner-Loser situation
 Resistance
 Silence
 Inertia
 A means to foster creative thinking
 Understanding all sides of complex issues
 Group cohesion
This is an essential aspect of leadership that requires applying wisdom and tact. Conflict
can be described as a struggle…and…
It can also be…
Source: Leadership and Management in Health (LMIH), University of Washington’s Department of Global Health, E-Learning Program.
Identify conflict Manage conflict Resolve conflict

15. Source: Leadership and Management in Health (LMIH), University of Washington’s Department of Global Health, E-Learning Program.

16. SYSTEMS THINKING
What systems are you
part of?
Family, work,
community, etc
Systems thinking encompasses a large and fairly amorphous body of methods, tools, and
principles, all oriented to looking at the interrelatedness of forces and seeing them as part of a
common process.
-Senge P, Kleiner A, et al. 1994. The Fifth Discipline Fieldbook, page 89
A thought and review process that fosters looking at the whole
rather than the parts to understand an organization or situation.
http://dbiosla.org/development/systems/flyer.pdf

17. HABITS OF A SYSTEMS THINKER
 Seeks to understand the big picture
 Changes perspectives to increase understanding
 Observes how elements within systems change over time, generating patterns
and trends
 Considers an issue fully and resists the urge to come to a quick conclusion
 Uses understanding of system structure to identify possible leverage actions
 Considers both short- and long-term consequences of actions
 Finds where unintended consequences emerge
 Surfaces and tests assumptions
 Identifies the circular nature of complex cause and effect relationships

18. INFLUENCE
As a leader that seeks to make social impact, one must have the skill to influence decision making -
more importantly, be able to influence without authority.
Source: Cohen A. R, Bradford D. L, ‘The Influence Model: Using Reciprocity and Exchange to Get What You Need’, Journal of Organizational Excellence / Winter 2005.

19. Self barriers to influence:
 Not assuming the other person is at least a potential ally.
 Not clarifying your goals and priorities.
 Not diagnosing ally’s world: Organizational forces likely to shape goals, concerns,
needs.
 Not determining the ally’s currencies.
 Knowing but not accepting the ally’s currencies.
 Not assessing your resources relative to the ally’s wants.
 Not diagnosing your relationship with the potential ally (and fixing it if necessary).
 Not figuring out how you want to make trades—and making them.
Source: Cohen A. R, Bradford D. L, ‘The Influence Model: Using Reciprocity and Exchange to Get What You Need’, Journal of Organizational Excellence / Winter 2005.

20. DATA drives the decision required to improve the quality of impact that a social entrepreneur wants to make. 1/2
Measurement for improvement is important to
determine whether changes that are assumed to
lead to improvement in quality do in fact result in
improvement.
Why does measurement
matter?
•How do we know if a change is an improvement?
It answers these questions
▪ Planning improvement
▪ Testing changes
▪ Tracking compliance
▪ Monitoring long term progress
▪ Make improvement visible and tell an improvement story
Data and measurement are
required for

21. Experts believe that quality improvement must be data driven… 2/2
21
“ To measure is to know”
Lord Kelvin
“ You can have data without information,
but you cannot have information without
data”
Daniel Keys Moran
“In God we trust, all others must bring
data”
W. Edwards Deming
“It is a capital mistake to theorize before
one has data”
Arthur Conan Doyle

22. EFFECTIVE COMMUNICATION 1/3
Source: Leadership and Management in Health (LMIH), University of Washington’s Department of Global Health, E-Learning Program.

23. GENERAL COMMUNICATIONS RULES:
1. Be brief
2. Choose your medium careful. “Never write if you can speak; never speak if you can
nod; never nod if you can wink.”- Martin Lomasney
3. Pick up the phone. If a text or email exchange goes on for more than 5 minutes, it’s
usually best to talk.
4. Practice good email technique
5. Choose the one question you want answered, or the one point you wish to make.
EFFECTIVE COMMUNICATION 2/3
Source: Leadership and Management in Health (LMIH), University of Washington’s Department of Global Health, E-Learning Program.

24.  Clarity on what you want or need. Purpose of communication.
 Be clear on what you need to say.
 Carefully choosing the medium- in writing, in conversation etc.
 Carefully choose the right platform- emails, text, phone calls.
How to be better communicators 3/3
How often do you prepare
in your communications
with others?

25. Let’s summarize the key ideas from the presentation:
1. Leadership and management are complementary skills that can be learned.
2. Effective leadership and management are focused on achieving results using
the leading and managing framework by MSH.
3. Leadership can occur at any level of an organization- as you want it to.
4. Followers confer real leadership upon others.
5. Building functional teams require trust, clear communication, definition of
purpose, valuing relationships.
6. Systems thinking is big thinking
7. To resolve conflicts, one must identify the conflicts, manage and resolve them
using the TKI conflict mode instrument
8. As leaders, be able to influence decision-making and use data for decision-
making
9. Effective communication in a team and with stakeholders is required to make
successful impact
SUMMARY
Source: Leadership and Management in Health (LMIH), University of Washington’s Department of Global Health, E-Learning Program.