leadership in health system shahid beheshti university of medical sciences school of medical...
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Leadership in Health SystemLeadership in Health System
Shahid Beheshti University of Medical SciencesSchool of Medical EducationStrategic Policy Sessions: 24
Dr. Shahram Yazdani
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
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.
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.
Characteristics of leadership
The focus of leadership is other individuals and groups.
A leader cannot exist without followers.
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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.
Characteristics of leadership
The objective of leadership is goal accomplishment .
Leadership is instrumental; it is done for a purpose.
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.
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.
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.
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.
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.
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
Characteristics of Good Leadership
Characteristics of Good Leadership
What influences leadership effectiveness?
NatureNurtureSituational factor
The nature argument
TraitLeadership
EffectivenessAnd Success
The Nurture Argument
TraitLeadership
EffectivenessAnd Success
Abilities &Behaviors
The Situational Argument
TraitLeadership
EffectivenessAnd Success
Abilities &Behaviors
Situation
Stogdill - 1948 Research Factors Affecting Leadership
Capacity Intelligence Alertness Verbal facility Originality Judgement
Achievement Scholarship Knowledge Athletic
accomplishments
Stogdill - continued
Responsibility Dependability Initiative Persistance Aggressiveness Self-confidence Desire to excell
Participation Activity Sociability Cooperation Adaptability Humor
Stogdill - continued
Status Socioeconomic
position Popularity
Situation Task to be
accomplished Followers to be led
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Kurt Lewin
o Kurt Lewin(1930): three type of leadership 1.Autocratic Leadership (direction)
2.Democratic Leadership (facilitation)
3.Laissez-faire Leadership
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Leadership Behavior Continuum
Manager centered Follower centered
Use of authority by
ManagerFreedom for subordinates
Tell Sell Participate DelegateTell & Ask Ask & Tell
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Path-Goal ModelEvans - 1970 & House & Dressler -1974
Effort Performance Reward Motivation
InstrumentalityExpectancy Valence
Subordinate Perceptions
WorkEnvironment
Characteristics
SubordinateCharacteristics
LeaderBehavior
(style)
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
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)
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
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)
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
Educating for Leadership (FP Program in Iran)
Individual CoachingTeam Building and TeamworkMeeting ManagementEmpowering and DelegationConflict NegotiationPositional Bargaining Interest Based BargainingThird Party Alternative Dispute
ResolutionConsensus BuildingStakeholder AnalysisAdvocacyCollaboration and Partnership Building
Any Question ?