This document summarizes and compares the leadership styles of two hospitals in Sri Lanka: National Hospital Sri Lanka and Lanka Hospital PLC. It discusses different leadership styles (autocratic, democratic, delegative), goals of leadership, and factors that influence leadership style. Data was collected from managers and employees on characteristics like decision making, delegation, customer relations, teamwork, motivation and efficiency. The analysis found Lanka Hospital PLC had stronger traits in these areas. The document concludes with recommendations for leadership.

1. Leadership Comparison Ravi Kumdesh Dip(MLT)/BSc(Mgt)/PG Dip(ExMgt)

2. Group 9 Mr. Ravi Kumudesh (IHRA/ESmgt/01/30) Mr. Lalath Abeyagunawardana (IHRA/ESmgt/01/02) Mr. BJ Seneviratna(IHRA/ESmgt/01/60) Mr. W Pathum Waas(IHRA/ESmgt/64) Mr. MADS Dilruk(IHRA/EDSMgt/11)

3. Overview Introduction Styles for Leading Best leadership style Selected Leadership behaviors Analysis of Characteristic futures Data Resaving Data Analysis Conclusions Recommendations

4. What is a Leader? A Leader is someone in authority to lead others to accomplish a goal(s). A leader needs to be able to motivate others to accomplish a goal(s) while at the same time encourage others to work toward their own professional goals.

5. Leadership Styles Autocratic Democratic Delegative

6. Autocratic Leadership Authoritarian Tells employees/students what they want done and how to do it (without getting the advice from others). Works well if you don’t have much time to accomplish goals or if employees are well motivated. Generally, this style is not a good way to get the best performance from a team.

7. Delegative Leadership Free Reign (lais ser faire) Leader allows employees/students to make the decisions. Leader is still responsible for the decisions. Employees/students analyze the situation and determine what needs to be done and how to do it. Leader sets priorities and delegates. Leader has little control. Team has little direction or motivation.

8. Managers vs. Leaders Management Produces Order & Consistency Leadership Produces Change & Movement • Planning and Budgeting • Establishing agendas • Setting timetables • Allocating resources • Establishing Direction • Creating a vision • Clarifying the big picture • Setting strategies • Organizing and Staffing • Provide structure • Making job placements • Establishing rules and procedures • Aligning People • Communicating goals • Seeking commitment • Building teams and coalitions • Controlling and Problem Solving • Developing incentives • Generating creative solutions • Taking corrective action • Motivating and Inspiring • Inspiring and energize • Empowering subordinates • Satisfying unmet needs

9. Leadership Goals Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Leaders vary their styles. A leader is not strictly one or another style. Most leaders use all three styles; one style, however, becomes the dominate one. Positive Leaders use rewards (independence, education) to motivate employees. Negative Leaders use penalties with employees. These leaders act domineering and superior w/people. Negative penalties include: days off without pay, reprimanding in front of others, assigning unpleasant job tasks.

10. Factors Affecting Style Leadership style may be dependent on various factors: Risk - decision making and change initiatives based on degree of risk involved Type of business – creative business or supply driven? How important change is – change for change’s sake? Organisational culture – may be long embedded and difficult to change Nature of the task – needing cooperation? Direction? Structure?

11. Leader Member Exchange In-Group Out-Group Leader In-Group more information, influence, confidence & concern from Leader more dependable, highly involved & communicative than out-group Out-Group less compatible with Leader usually just come to work, do their job & go home S Subordinate S S S S S S S S S S S S

12. Perfect Leadeship

13. Critical Success Factors Be clear about why you are using it Is the organisation ready? Ethics/confidentiality agreement- the person owns the data Develop feedback skills first Chose a valid, reliable instrument which reflects your strategic aims Cost and complexity can be a problem

14. The Importance Of Balance “ It’s about being transactional in a transformational way”

15. Selected Leadership behaviors National Hospital Sri Lanka Lanka Hospital PLC

16. National Hospital Sri Lanka Vision statement Become Centre of Excellence in Health Care.

17. Lanka Hospital PLC Vision statement To be the foremost and preferred Private Healthcare facility in the Country, which will serve the Nation and her People to build a healthier community and to be recognized as one of the best in the region.

18. Analysis of the Characteristics Decision Making Power Delegation Welfare Customer Relations

19. Data Receiving Managers Managers Anzwer summery.docx Employers employee answer summery.docx

20. Data Analysis Cordiality of the company Team work Concept vocational Influence Efficiency and Enthusiasm Hospitality

21. TIME PERF motivation competence Motivation Over Time 40-50% effective

22. Challenge The Unwritten Rules Explore the contradictions

23. Conclusions

24. Recomendations

25. Thank You !