Professor of Public Health School of Medicine, Cairo University

Professor of Public Health School of Medicine, Cairo University
Leadership Maissa Mohamed Shawky Professor of Public Health School of Medicine, Cairo University

What is the difference between managers and Leaders?
What is Change ? What are the characteristics of leaders?

Who Are Managers? Manager
Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

Classifying Managers First-line Managers Middle Managers Top Managers
Are at the lowest level of management and manage the work of non-managerial employees. Middle Managers Manage the work of first-line managers. Top Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

Managerial Levels

Managerial Concerns Efficiency Effectiveness “Doing things right”
Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals

Effectiveness and Efficiency in Management

What Do Managers Do? Functional Approach Planning Organizing Leading
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging work to accomplish organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting the work.

What Do Managers Do? (cont’d)
Management Roles Approach Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Disturbance handler, resource allocator, negotiator

What Do Managers Do? (cont’d)
Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization

Skills Needed at Different Management Levels

Conceptual Skills Using information to solve business problems
Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Understanding of organization’s business model

Communication Skills Ability to transform ideas into words and actions
Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats

Effectiveness Skills Contributing to corporate mission/departmental objectives Customer focus Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements

Effectiveness Skills (cont’d)
Setting and maintaining performance standards internally and externally Setting priorities for attention and activity Time management

Interpersonal Skills Coaching and mentoring skills
Diversity skills: working with diverse people and cultures Networking within the organization Networking outside the organization Working in teams; cooperation and commitment

Management Skills and Management Function Matrix “The Manager as a Leader”

Rewards and Challenges of Being A Manager

Decision Making Decision The Decision-Making Process
Making a choice from two or more alternatives. The Decision-Making Process Identifying a problem and decision criteria and allocating weights to the criteria. Developing, analyzing, and selecting an alternative that can resolve the problem. Implementing the selected alternative. Evaluating the decision’s effectiveness.

Influences on Decision Making
Escalation of Commitment Increasing or continuing a commitment to previous decision despite mounting evidence that the decision may have been wrong. The Role of Intuition Intuitive decision making Making decisions on the basis of experience, feelings, and accumulated judgement.

What is Intuition?

Common Decision-Making Errors and Biases

Characteristics of an Effective Decision-Making Process
It focuses on what is important. It is logical and consistent. It acknowledges both subjective and objective thinking and blends analytical with intuitive thinking. It requires only as much information and analysis as is necessary to resolve a particular dilemma. It encourages and guides the gathering of relevant information and informed opinion. It is straightforward, reliable, easy to use, and flexible.

Overview of Managerial Decision Making

Managers Versus Leaders
Are appointed to their position Can influence people only to the extent of the formal authority of their position Do not necessarily have the skills and capabilities to be leaders Leaders Are appointed or emerge from within a work group Can influence other people and have managerial authority Do not necessarily have the skills and capabilities to be managers Leadership is the process of influencing a group toward the achievement of goals.

Early Leadership Theories
Trait Theories (1920s-30s) There are seven traits associated with successful leadership: Drive, The desire to lead Honesty and integrity Self-confidence Intelligence, Job-relevant knowledge, Extraversion

Early Leadership Theories (cont’d)
Behavioral Theories Identified three leadership styles: Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez faire style: hands-off management Research findings: mixed results No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.

Behavioral Theories (cont’d) Ohio State Studies Identified two dimensions of leader behavior Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.

Behavioral Theories (cont’d) University of Michigan Studies Identified two dimensions of leader behavior Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

The Managerial Grid Managerial Grid
Appraises leadership styles using two dimensions: Concern for people Concern for production Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management

Contingency Theories of Leadership
The Fiedler Model (cont’d) Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Situational factors in matching leader to the situation: Leader-member relations Task structure Position power

Contingency Theories… (cont’d)
Hersey and Blanchard’s Situational Leadership Theory (SLT) Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness. Acceptance: leadership effectiveness depends on whether followers accept or reject a leader. Readiness: the extent to which followers have the ability and willingness to accomplish a specific task Leaders must relinquish control over and contact with followers as they become more competent.

Hersey and Blanchard’s Situational Leadership Theory (SLT) Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions: Telling: high task-low relationship leadership Selling: high task-high relationship leadership Participating: low task-high relationship leadership Delegating: low task-low relationship leadership

Hersey and Blanchard’s Situational Leadership Theory (SLT) Posits four stages follower readiness: R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing

Leader Participation Model Posits that leader behavior must be adjusted to reflect the task structure—whether it is routine, nonroutine, or in between—based on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation. Contingencies: decision significance, importance of commitment, leader expertise, likelihood of commitment, group support, group expertise

Leader Participation Model Contingencies: Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence

Path-Goal Model States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. Leaders assume different leadership styles at different times depending on the situation: Directive leader Supportive leader Participative leader Achievement oriented leader

Current Approaches to Leadership
Transactional Leadership Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational Leadership Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Leaders who also are capable of having a profound and extraordinary effect on their followers.

Current Approaches to Leadership (cont’d)
Charismatic Leadership An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Characteristics of charismatic leaders: Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and follower needs Exhibit behaviors that are out of the ordinary

Visionary Leadership A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. Visionary leaders have the ability to: Explain the vision to others Express the vision not just verbally but through behavior Extend or apply the vision to different leadership contexts

Team Leadership Characteristics Having patience to share information Being able to trust others and to give up authority Understanding when to intervene Team Leader’s Job Managing the team’s external boundary Facilitating the team process Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication

Team Leadership Roles Liaison with external constituencies Troubleshooter Conflict manager Coach

Leadership Issues in the 21st Century
Managing Power Legitimate power The power a leader has as a result of his or her position. Coercive power The power a leader has to punish or control. Reward power The power to give positive benefits or rewards. Expert power The influence a leader can exert as a result of his or her expertise, skills, or knowledge. Referent power The power of a leader that arise because of a person’s desirable resources or admired personal traits.

Developing Credibility and Trust
Credibility (of a Leader) The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers Trust The belief of followers and others in the integrity, character, and ability of a leader. Dimensions of trust: integrity, competence, consistency, loyalty, and openness. Trust is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment.

Providing Online Leadership
Challenges of Online Leadership Communication Choosing the right words, structure, tone, and style for digital communications Performance management Defining, facilitating, and encouraging performance Trust Creating a culture where trust among all participants is expected, encouraged, and required,

Empowering Employees Empowerment
Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems. Why empower employees? Quicker responses problems and faster decisions. Address the problem of increased spans of control in relieving managers to work on other problems.

Cross-Cultural Leadership
Universal Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness

Gender Differences and Leadership
Research Findings Males and females use different styles Women tend to adopt a more democratic or participative style unless in a male-dominated job. Women tend to use transformational leadership. Men tend to use transactional leadership.

Heroic Leadership: Basics of Leadership
Give people a reason to come to work. Help them to develop a passion for their work Instill in them a sense of commitment to their colleagues Develop their sense of responsibility to customers Be loyal to the organization’s people

Leadership Can Be Irrelevant
Substitutes for Leadership Follower characteristics Experience, training, professional orientation, or the need for independence Job characteristics Routine, unambiguous, and satisfying jobs Organization characteristics Explicit formalized goals, rigid rules and procedures, or cohesive work groups

Quantum Leadership

Quantum Leader Characteristics
Fluid Flexible Mobile Reflects synthesis Works from the whole Coordinates the intersection

Leadership Honesty Vs Dishonesty
Direct Secretive Frank Polarizing Disclosing Non Inclusive Open Exclusive Vulnerable Controlling Exploratory Selective Discourse-friendly Incomplete

Building Blocks: Team Building

Characteristics of a Successful Team Leader
What is a Team? Why work with a Team? Characteristics of a Successful Team Leader The Characteristics of an Effective Team Barriers to Effective Teams The “ORMING Model” for Developing an Effective Team Team Building Activities Team Building Resources 58

What the Dictionary says…
What is a Team? What the Dictionary says… Two or more horses, oxen, or other animals harnessed together to draw a vehicle, plow, or the like. A family of young animals, esp. ducks or pigs. A number of persons forming one of the sides in a game or contest.

What is a Team? What we say… A team is a group organized to work together to accomplish a set of objectives that cannot be achieved effectively by individuals. 60

“Never doubt that a small group of thoughtful, committed people can change the world. Indeed it is the only thing that ever has.” Margaret Mead 61

Why Work With a Team? TEAM: Together Everyone Achieves More

Why Work With a Team? Working in teams allows us to accomplish goals that we cannot achieve alone Team work can take advantage of the strengths of its members “Many hands make light work”

Is a good communicator Communicate constantly. Don't assume that people know what you're doing, still less what you are planning or thinking. Make communication a two-way street. Keep the team informed at all times. Create a permissive, supportive climate in which the speaker will feel free to express himself or herself.

Is a motivator Is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Be a source of inspiration. The team has to believe that together they are capable of producing more than they could as individuals.

Treats everyone equally Diversity must be valued as an asset. The mix of people and skills is a key element which gives the team it’s synergy. Respect all team members no matter what their position is.

Always works from a plan Decide upon the team’s goals and how to achieve them. Put the plan in writing. Estimate the amount of time it should take. Use these goals as guidelines in formulating the plan. Remember, the plan is only a beginning. Put the plan down on paper and refer to it frequently. Be prepared to adjust the plan if need be.

Is a problem solver Define the problem Come up with a strategy Ask what might happen if? Try it out! Was the problem solved? Identify exactly what the problem is. Be clear and specific. Think of at least 2 or 3 possible strategies that might be used to solve the problem. Examine the list of possible strategies, and choose the one that seems best. Try what seems to be the best strategy and see if it works to solve the problem. If it works, you're done! If it doesn't work, go back to the list of possible strategies in Step Two and choose another. Then, try this one.

Listens and leads by example Create standards of excellence Always take responsibility Roll up your sleeves Don’t be afraid to listen Set an example for others to follow If you blow it, admit it. If you forgot, admit that, too. This encourages everyone to accept responsibility and accountability. Show that when a job needs to be done everyone must participate. Do your part, and make sure that what needs to get done, gets done. Listening is difficult especially when it’s the kind of news you don’t like or weren’t expecting to hear.

The Characteristics of an Effective Team.
Effective teams have members that: Contribute ideas and offer solutions. Listen and share information. Have respect for each other’s viewpoints. Deal with conflict openly Share the responsibility for the team’s successes and disappointments

Barriers to Effective Teams
Ineffective leadership Poor strategic planning Unclear goals Personal agendas Lack of recognition of individual contributions in a team atmosphere

Breaking Down Barriers
Effective Leadership Listen and lead by example Encourage and support the team Show commitment to the team’s goals Provide the attitude of success Planning Always work from a plan Review your plan regularly, revise if needed

Clear goals Goals should be in writing with everyone’s agreement Never take your eye off your goals Never make decisions that go against your goal Leave personal agendas outside Removes “self” from the team Fosters cooperation and team work Keeps the team focused on team goals

Recognize individual contributions in a team atmosphere Allows the members to feel responsible for the teams’ accomplishments Highlights each team members’ contribution

The ’ORMING Model Four Stages Forming Storming Norming Performing
The following four slides help identify at which stage a group is currently functioning. Factors that can influence this are: How well the group knows one another, how well they work together, and the length and difficulty of the project.

Forming Social behaviors as members get to know each other
Team members try to establish their role on the team Uncertainty regarding purpose or direction, and possibly anxiety Enthusiasm shown by some or all group members

Storming Conflict and competition emerge in the group
Some group members show resistance to the structure of the group; "camps" may emerge Some members may become overzealous Frustration may occur Some frustrated members may try and “take over” the project

Norming Group starts to develop a common purpose and spirit
Teamwork and a supportive atmosphere grows The group begins establishing and achieving goals Respect and trust grows among team members

Performing Roles are clear, and group members begin "job sharing" when needed Group members see group potential better than self potential Group feels strong and confidence grows Satisfaction emerges as group achieves high performance

Team Building Activities

Team Building Activities
Why use team building activities? Helps people get to know one another Helps people relax Energizes and motivates Creates a positive group atmosphere Helps people to “think outside the box” All of these activities can be modified if necessary to meet the group’s needs

Internal Medicine Specialist
Team Supporting Obesity Patient Before and After Surgery ( Virtual Team) Ophthalmologist Internal Medicine Specialist ENT Cardiologist Nutritionist Urologist Diabetologist Chiropractioner Neurologist Psychiatrist GYOB Surgeon Rheumatologist Gastroenterologist Specialized nursing Hepatologist Maissa Shawky, MD

Teams in in NICU Intensivist Anesthetist Pediatrician
Pediatric Surgeon Neonatologist Nurse Lab Tecnician Clerk Social worker Engineer Porter Driver

Teams in Intensive Care
Cardiologist Internist Chest Specialist Endocrinologist Neurologist Nurse Rheumatologist Lab Technician Clerk Social worker Engineer Porter Driver Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Effective Teams Maissa Shawky, MD

Examples of Team Building Activities (Any size group)
“Two Truths and a Lie” People write down two truths about themselves and a lie. They then share the three “facts” to the rest of the group who tries to guess which one is a lie.

Examples of Team Building Activities (Any size group)
“Back to Back Drawing Have group divide into pairs and sit on back to back chairs. Give one person a clipboard with a clean piece of paper. Give the other part of the pair a picture or template of a shape. The person with the picture has to get their partner to draw an exact duplicate of the shape drawn on their sheet using only verbal directions. Then compare the results.

Examples of Team Building Activities (medium sized groups)
“Tarp Flip” Layout a tarp on the ground and have all team members stand on it. While standing on top of a completely open tarp, the group must create a plan to get everyone on the opposite side of the tarp without anyone stepping off.

Examples of Team Building Activities (15 or more people)
“Categories” Ask everyone to stand up and walk around; explain that you will announce a category and the participants should quickly organize themselves into a smaller group based on the category to which they belong. Allow the smaller groups to mingle for a few moments then start again. Continue until the group is warmed up. Examples of categories: What is your favorite season/ colors of clothes you wear? What is your star sign? How many siblings do you have?

Examples of Team Building Activities (15 or more people)
“Look Up, Look Down” Everyone stands facing each other in a circle. When the leader calls out “look down” everyone looks down into the circle. When the leader calls out “look up” everyone looks up and stares at one other person in the circle. If that person is looking at them both are out. Continue until there are only one to two people left

Read The Following Text
I was txld xnce that teamwxrk depends xn the perfxrmance xf every single member xn the team. I had trxuble understanding it until I was shxwn hxw the xffice typewriter perfxrms when just xne key is xut xf xrder.

Read The Following Text
That xne key destrxys the effectiveness xf the typewriter. Nxw I knxw that even thxugh I am xnly xne persxn, I am needed if the team is tx wxrk as a successful team shxuld.

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Professor of Public Health School of Medicine, Cairo University

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