LEADERSHIP IN HEALTHCARE

Ola H. Elgaddar g
MBChB, MSc, MD, CPHQ, LGBSS Lecturer of Chemical Pathology Medical Research Institute Alexandria University Ola.elgaddar@alexu.edu.eg

Leadership
Leadership may be considered as the process of influencing the activities of an organized group in its efforts towards goal setting and goal hi t achievement.

Leadership
Mobilizing people to tackle tough
problems

Leadership
It is the ability to take others where they otherwise would not go or to get others to do what they g y otherwise would not do (positively ti l ) or negatively)

Leading g viewed in relationship p to the other management functions

Management 10/e - Chapter 16

LEADERSHIP = POWER ???

It is not so long since everyone was arguing that management was the answer to improving organizations, so why is there now a focus on leadership?

There are varied views about whether management and leadership are different or basically the same same, as activities (not roles) within organizations.

Leadership versus Management

Management Promotes stability, stability t bilit , order and problem bl solving within existing i ti organizationa l structure t t and systems L d Leadership hi Promotes vision, vision , creativity creativity, y, and change g

Takes care of where you are

Takes you to a new place

A manger seeks to limit the scope of his responsibilities , a leader strives to expand them

A manager performs a lot of tasks, a leader prioritizes and either delegates many tasks or ignores them

Managers spend most of their time in the office office, leaders are frequently no-where no where in sight, interacting with the world bringing new ideas back from their travels

Managers seek M k security, it Leaders L d seek challenge

Managers avoid M id conflict. fli t Leaders L d often cause trouble

Managers seldom make errors. Leaders take risks risks, make occasional mistakes, and learn from each of them.

A manager knows the weaknesses of staff-members. staff members A leader knows his own.

INHERENT ACQUIRED?

SPECIAL C LEADERS R

Vi i Visionary l d leadership hi :
A leader who brings to the situation a clear and compelling sense of the f future as well ll as an understanding d di of f the actions needed to get there successfully.

Challenge Ch ll th process. the Show enthusiasm. enthusiasm Help others to act. Set the example. Celebrate achievements.

S Servant t leadership l d hi :
Commitment to serving others. others Followers more important than leader. Other centered not self-centered. Focuses on empowerment, not power.

I f Information i Responsibility Authority Trust

T Transactional ti l leadership l d hi :
Someone who directs the efforts of others through tasks, rewards, and structures MANAGER???

Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments

Leadership behavior theories focus on how leaders behave when working with followers. B i di Basic dimensions: i Concern for the task to be accomplished accomplished. Concern for the p people p doing g the work.

CLASSIC LEADERSHIP STYLES

Autocratic:
- Emphasizes E h i t k over people. task l - Keeps authority and information within the leaders tight control. -The leader makes decisions and announces them to the group with little or no subordinate participation - Crisis management

Laisses-faire (free rein)

Shows little concern for task, lets the group make decisions, decisions and acts with a do the best y you can and dont bother me attitude.

Democratic
-Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies. - When working with effective selfself directed work groups or teams