1. Leadership for Medical Teams Harald Lausen, DO, MA FCM Clerkship SIU School of Medicine

2. Objectives Our goal is to introduce several leadership models. Recognize that physicians are leaders within their team, office, group, specialty, profession, etc. Introduce the full-range leadership model. Introduce the characteristics of transformational leadership. Identify other important information for the empowerment of followers.

3. Leadership: Influencing a group of people to move towards a goal setting or goal achievement. Think of great leaders Think of leaders as people who meet the definition above Remember that leaders are not always nice people

4. Great Leaders? Lincoln Gandhi Martin Luther King Mother Teresa Churchill John F Kennedy Nelson Mandela Ronal Reagan Stalin Hitler Napoleon Alexander Khomeini Castro Ho Chi Minh Attila the Hun

5. Transformational Full Range Leadership Model Avoids Involvement Fights Fires Monitors Mistakes Rewards Achievement Coaches People Encourages Innovative Thinking Inspires Others Acts with Integrity Builds Trust Effective Ineffective Passive Active ©1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All Rights Reserved For Optimal Outcomes For Optimal Outcomes Transactional

6. Full Range Leadership Laissez Faire – Least effective – Absence of leadership – Avoids taking a stand or position – Does not emphasize results – Avoids conflict or intervention – Unaware of employee performance – Unengaged

7. Full Range Leadership Management by Exception (Passive / Active) – Slightly more effective; Active somewhat better – Watches for or takes corrective action – Waits for problems to arise – Stresses what people do wrong – Dislikes change and challenge – Engaging only when something is wrong

8. Full Range Leadership Contingent Reward – Most common type of effective leadership – Applies constructive transactions – Clear expectations of outcomes and rewards – Monitor progress and provide feedback – Reward for doing well / accomplishing goal

9. Full Range Leadership Transformational Leadership – Rarest and highest level of leadership Components: – Individualized Consideration – Intellectual Stimulation – Inspirational Motivation – Idealized Influence

10. Individualized Consideration Empathize with individuals and their needs Build interpersonal connections Display genuine care and compassion Encourage development and growth

11. Intellectual Stimulation Encourage imagination Present challenges and innovation Encourage change and improvement Provides a safe environment for independent thought

12. Inspirational Motivation Inspire others to perform Clarify future goals and direction Create a strong sense of purpose Align organization and individual Help followers achieve

13. Idealized Influence Demonstrate an inclusive vision Exhibit commitment and persistence Develop trust and confidence Symbolize the goals and mission “walk the walk”

14. Transformational Full Range Leadership Model Avoids Involvement Fights Fires Monitors Mistakes Rewards Achievement Coaches People Encourages Innovative Thinking Inspires Others Acts with Integrity Builds Trust Effective Ineffective Passive Active ©1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All Rights Reserved For Optimal Outcomes For Optimal Outcomes Transactional

15. Great Leaders? - Review Lincoln Gandhi Martin Luther King Mother Teresa Churchill John F Kennedy Nelson Mandela Ronal Reagan Stalin Hitler Napoleon Alexander Khomeini Castro Ho Chi Minh Attila the Hun

16. John Maxwell – 360 Degree Leader “The true measure of leadership is influence – nothing more, nothing less” “Leadership is a choice you make, not a place you sit” “99 percent of all leadership occurs not from the top but from the middle of an organization” “Learn how to lead up, lead across, and lead down”

17. John Maxwell The Five Levels of Leadership 5 – Personhood – People follow because of who you are and what you represent. 4 – People Development – People follow because of what you have done for them. 3 – Production – People follow because of what you have done for the organization 2 – Permission – People follow because they want to. 1 – Position – People follow because they have to.

18. John Maxwell The Five Levels of Leadership 5 – Personhood (Idealized Influence?) – People follow because of who you are and what you represent. 4 – People Development (Individualized Consideration?) – People follow because of what you have done for them. 3 – Production (Intellectual Stimulation?) – People follow because of what you have done for the organization 2 – Permission (Inspirational Motivation?) – People follow because they want to. 1 – Position (Full Range Leadership?) – People follow because they have to.

19. Last Question What does the “employee” need to know or understand to make your team and / or workplace the strongest, most effective, and most successful? Gallup Corporation – not just polls – The majority of their business is corporate research and data gathering. – The answer to the question above was distilled from --- 25 years; 1 million+ employee surveys

20. Buckingham & Coffman First, Break All The Rules Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development?

21. Buckingham & Coffman First, Break All The Rules At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow?

22. Questions?