1. LEADERSHIP William A. Peck, M.D.
Co-Director, Center for Health Economics and Policy
Alan A. and Edith L. Wolff Distinguished Professor of Medicine
Former Dean, School of Medicine, Washington University in St. Louis
1/11/2017; Pediatric Leadership Dev., St. Louis Children’s Hospital

2. The single most important determinant in organizational success
LEADERSHIP
The single most important determinant in organizational success
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3. LEADERSHIP
Bookstores
and
experts brimming
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4. Leader/Manager (overlapping)
Plan, engage, launch/implement
Make it work (operational)
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5. Sequence; vision, goals and results
Design and implement goal-setting and achievement process
Vision a designed state becoming a reality
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6. Goals reflect core values
Smart goals; specific, measurable, attainable, realistic (high) and time limited
Goals reflect core values
Each step subject to error, crisis, negative consequences
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7. Contributing Principles – YOU!
Character, persona and process (given intelligence, expertise, desire)
Character – honesty, ethics, values
Persona – fundamentally, who you are
Process – your operational style
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8. Lessons from the Top The Search for America’s
Best Business Leaders (1999)
Edited by Thomas Neff and James Citrin (Spencer Stuart leaders)
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9. Lessons from the Top 50
Bernard Ebbers – Communications; 25-year sentence
L. Dennis Kozlowski – Securities; 25-year sentence
Ken Ley – Enron; Disgraced
Frank Raines – Fannie Mae; Fired
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10. The “Process” Elements of Leadership – A Checklist (assuming the vision)
Inspire
Lead by example
Communicate purpose and meaning
Create a climate of trust
Listen aggressively
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11. The “Process” Elements of Leadership – A Checklist
Be imaginative, take calculated risks
Stretch the boundaries of standard procedure
Build up your people
Be nice to the support staff
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12. The “Process” Elements of Leadership – A Checklist
Generate unity of mission
Facilitate
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13. Self-Awareness:
Perceptions and Assessments of You (by you and by others):
Do you take time for self-reflection? Are you honest?
Who are you when you are at your best AND worst?
What fires you up?
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14. 1/11/2017 Courtesy of Psychological Associates The Q’s Dominant, Warm
Submissive, Warm Q3
Dominant, Hostile Q1
Submissive,
Hostile Q2
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Courtesy of Psychological Associates

15. Assessing Leadership Qualities ex ante Process Progress RESULTS
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16. What causes leadership failure?
Self-awareness shortfall
Externals
Misfits
Character
Incompetence
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17. Do you believe that you can improve your leadership skills?
Are you aware of resources to assist you?
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18. Resources for Leadership Enhancement:
Employees
The literature
Objective assessment, coaching
Self
Family
Friends
Peers
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19. Sense of humor
Luck!
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20. Successful leaders delegate effectively
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21. The “pitfalls” of delegation:
Misjudging capacity, motivation – picking the wrong person
Making vague, ambiguous requests
Asking for results you do not want or need
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22. The “pitfalls” of delegation:
Abandoning the delegate – hoping they will do a good job on their own
De-motivating by failing to yield enough control
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23. MEDICAL SCHOOL ISSUES Huge external resource dependence 1/11/2017
Lengthy “activity” cycle – quarters vs. years
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24. MEDICAL SCHOOL ISSUES
Leaders may lack general “leadership” experience/training at all levels
Not often subject to in-depth assessment ex ante nor ex post
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25. MEDICAL SCHOOL ISSUES 1/11/2017 “Vertical” structures
Academic freedom; faculty as “independent contractors” – often with tenure or quasi tenure (some faculties unionized)
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26. ISSUES
Academic and business components –institution, department and division
The dominant goal – academic success. (Must succeed economically overall.)
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27. A Few Challenges Resource limitations Public trust Competition
Mission complexity
Recruitment and retention (mobility)
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28. Results: Strong teams never lose focus on results
Teams that trust one another:
Engage in conflict
Commit to decisions
Hold one another accountable
Will likely set aside their individual needs and agendas and focus almost exclusively on what is best for the team and its results
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29. Patrick Lensioni’s Model: 5 Dysfunctions of a Team
Inattention to RESULTS
Avoidance of ACCOUNTABILITY
COMMITMENT
Lack of
CONFLICT
Fear of
TRUST
Absence of
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