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Leadership in Health System Shahid Beheshti University of Medical Sciences School of Medical Education Strategic Policy Sessions: 24 Dr. Shahram Yazdani.

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Presentation on theme: "Leadership in Health System Shahid Beheshti University of Medical Sciences School of Medical Education Strategic Policy Sessions: 24 Dr. Shahram Yazdani."— Presentation transcript:

1 Leadership in Health System Shahid Beheshti University of Medical Sciences School of Medical Education Strategic Policy Sessions: 24 Dr. Shahram Yazdani

2 Defining leadership  Leadership is the process through which an individual attempts to intentionally influence another individual or group in order to accomplish a predetermined set of goals

3 Characteristics of leadership  Leadership is a process. It is a verb, an action word, not a noun.  Leadership manifests itself in doing; it is a performing art.

4 Characteristics of leadership  Only individuals lead.  The locus of leadership is in a person. Inanimate objects do not lead, groups do not lead, only people do.

5 Characteristics of leadership  The focus of leadership is other individuals and groups.  A leader cannot exist without followers.

6 Dr. Shahram Yazdani6 Characteristics of leadership  Leadership entails influencing followers, their thoughts (the cognitive target of influence), feelings (the affective target), and their actions (the behavioral target).  Influence is leadership’s center of gravity and most critical element.

7 Characteristics of leadership  The objective of leadership is goal accomplishment.  Leadership is instrumental; it is done for a purpose.

8 Characteristics of leadership  Leadership is intentional, not accidental.  All of us unknowingly influence others hundreds of times each day, but those are not acts of leadership.

9 What is leaders main tasks?  Leaders have two main tasks:  To set a path, goal, or vision for the people who are being led.  To motivate people to pursue and eventually achieve the goal.

10 Leadership Versus Management  A manager have different roles such as formulating goals, developing strategies, communicating, making decisions, collecting information, planning, organizing, monitoring, and resolving conflicts;  But without leadership or with poor leadership the organization is impaired.

11 Multidirectionality  Leadership is multidirectional.  A person can lead not only subordinates in his organization but also peers, superiors, and individuals and groups outside the organization.

12 Leadership and Power  The more power a person possess, the greater the potential that he or she will be able to influence other individuals and groups.  The key concept here is potential; one can have power and not use it.

13 Sources of power  Office power: power associated with a particular managerial office  Expert power: information, knowledge, skill, abilities, and experience  Referent power: connection with other individuals and groups who possess influence  Reward / Coercive power: control of incentives  Charismatic power: one’s own persona

14 Characteristics of Good Leadership

15 What influences leadership effectiveness?  Nature  Nurture  Situational factor

16 The nature argument Trait Leadership Effectiveness And Success

17 The Nurture Argument Trait Leadership Effectiveness And Success Abilities & Behaviors

18 The Situational Argument Trait Leadership Effectiveness And Success Abilities & Behaviors Situation

19 Stogdill - 1948 Research Factors Affecting Leadership  Capacity  Intelligence  Alertness  Verbal facility  Originality  Judgement  Achievement  Scholarship  Knowledge  Athletic accomplishments

20 Stogdill - continued  Responsibility  Dependability  Initiative  Persistance  Aggressiveness  Self-confidence  Desire to excell  Participation  Activity  Sociability  Cooperation  Adaptability  Humor

21 Stogdill - continued  Status  Socioeconomic position  Popularity  Situation  Task to be accomplished  Followers to be led

22 Dr. Shahram Yazdani22 Kurt Lewin oKurt Lewin(1930): three type of leadership 1.Autocratic Leadership (direction) 2.Democratic Leadership (facilitation) 3.Laissez-faire Leadership

23 Dr. Shahram Yazdani23 Leadership Behavior Continuum Manager centered Follower centered Use of authority by Manager Freedom for subordinates TellSellParticipateDelegateTell & AskAsk & Tell

24 Dr. Shahram Yazdani24 Path-Goal Model Evans - 1970 & House & Dressler -1974 EffortPerformanceRewardMotivation InstrumentalityExpectancyValence Subordinate Perceptions Work Environment Characteristics Subordinate Characteristics Leader Behavior (style)

25 Path Goal Model  Expectancy is the relation between effort and performance  Instrumentality is the degree to which a person perceives that performance will lead to reward  Valence is the strength of a person’s preference for different types of reward

26 Path Goal Model  According to expectancy theory a person will be highly motivated when effort results in performance (high expectancy) and when performance leads to rewards (high instrumentality) that are valued (high valence)

27 Implications of Path Goal Model  The path between effort, performance, and reward is difficult. The leader must do everything possible to turn what is often a cow path into a well designed, high-speed freeway  Individuals’ valences are heterogenous

28 Implications of Path Goal Model  The contingency most under a manager’s control is his own leadership style:  Instrumental behavior (defining objectives and specifying the task to be performed)  Participatory behavior (seeking follower input on decisions that affect them  Achievement-oriented behavior (establishing goals and setting expectations that challenge followers)

29 Factors affecting effectiveness of leadership  Characteristics of the manager: Traits / dispositions Skills Values  Characteristics of followers: Skills Knowledge Experience Responsibility Understanding of goals and tasks  Characteristics of situation: Time availability Nature of problem

30 Educating for Leadership (FP Program in Iran)  Individual Coaching  Team Building and Teamwork  Meeting Management  Empowering and Delegation  Conflict Negotiation  Positional Bargaining  Interest Based Bargaining  Third Party Alternative Dispute Resolution  Consensus Building  Stakeholder Analysis  Advocacy  Collaboration and Partnership Building

31 Any Question ?


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