Basic Concepts of Leadership & Health System Management

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Basic Concepts of Leadership & Health Services Management: An Overview
Dr Aderonke Manuwa-Olumide
WACP/CM Update Course on Leadership & Management, December 14th-18th,2009
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Management
Some Definitions Taking Responsibility for : Getting things done through people -concern for achievement of results -concern for people The efficient use of resources to achieve objectives effectively
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Elements of the Managerial Process

Continuous decision-making Continuous problem-solving (after problem identification & analysis) Sequential processes of Planning Organising Staffing Leading(directing) Controlling Evaluation
) ) Implementation ) )
Continuous Communication
Basic Management Functions (1)

Planning: setting objectives & choosing alternative courses of action towards their attainment. Organising: ensuring order in the deployment of resources. Staffing: ensuring that positions on the organisational chart are filled with adequate no. of staff,with appropriate skills & attitudes.
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Leading : motivating personnel to work with sustained zeal towards organisational objectives. Controlling : surveillance to ensure that the work is done according to plan. Evaluating : assessing progress towards predetermined objectives.
Management of human resources Management of material resources,drugs & supplies Management of financial resources
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Health Services Management

The process of mobilising and deploying human,material & financial resources for the efficient provision of effective health services. It involves the planning, implementation & evaluation of health programmes.
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Planning ( P ) Implementation ( I) Evaluaion ( E )

I
Slice 4
The Continuous Cycle of Management

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A Simplified Open Systems Approach to Management

Re-energising the System
Inputs
Manpower Materials Money (3 Ms )
Managerial Transformation Process Outputs (Planning,organising,etc) External Environment (Opportunities &

Political Constraints) Economic Social Cultural Legal / Regulatory Technological, etc. copyright aolumide
Outcomes
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Levels of Management (1)

Top / Strategic Level
Middle / Tactical / Administrative Level
Lower / Operational / Supervisory Level
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Levels of Management (2)

A Strategic Level
Tactical Level Operational Level

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D
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Major Functions at the Strategic Level of Management

Formulation of corporate vision,mission, goals & objectives Corporate policy formulation Strategic planning Resource mobilisation Corporate evaluation Etc
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Major Functions at the Tactical Level of Management

Corp. policy translation,regional pol. formn Regional planning & definition of tactics Structuring of authority Structuring of responsibility Coordination of activities Control & supervision of activities Regional evaluation Etc
Major Functions at the Operational Level of Management

Policy implementation Operational planning Implementation of service operations & delivery of service outputs Utilisation of resources Activity scheduling Inventory control Monitoring of performance Etc
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Summary of Skills of the Effective Manager

Human skills : the ability to work effectively with people,to
build cooperative effort & stimulate teamwork.Requires a deep perception of self,peers, subordinates & superiors as well as sociological, psychological & anthropological knowledge & intelligence.
Technical skills : knowledge,understanding & practical

profeciency in the technical aspects of management.
Conceptual skills : ability to visualise the organisation as a

whole,the interaction between its constituent parts as well as the impact & the relationship of the organisation with its external environment against the background of the organisations mission & vision.
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DEFINITIONS OF LEADERSHIP (1)

The process by which an agent induces a subordinate to behave in a desired manner
The presence of a particular influence relationship between two or more persons

Directing and coordinating the work of a group of members An interpersonal relationship in which others comply because they want to, not because they have to.
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DEFINITIONS (2)
Transforming followers, creating visions of goals that may be attained, and articulating for the followers the ways to attain those goals The process of influencing an organised group towards accomplishing its goals Actions that focus resources to create desirable opportunities
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Leadership
The essence of leadership is the exercise of influence for a common cause Leadership includes the capacity to scan, focus, influence, inspire, rally, direct, encourage, motivate, induce, move, mobilize, and activate others to pursue a common goal or purpose while maintaining focus, commitment, momentum, confidence, and courage (Myles Munroe)
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SIGNIFICANCE OF THE DEFINITIONS

Complexity of leadership Multitudes of factors involved Different perspectives of leadership Leadership is a social influence process shared among all members of a group. Leadership is not restricted to the influence exerted by someone in a particular position or role Followers are part of the leadership process
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NATURE OF LEADERSHIP
Lacks a universal meaning; is multifaceted & multidimensional Complex phenomenon involving the Leader, the Followers, and the Situation or Environment
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THE LEADERSHIP TRINITY

G = Leadership Effectiveness
A Leader D F G E
B Followers
C Context
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LEADERSHIP FRAMEWORK
Leader
Personality, Position, Expertise, Attitude
Followers
Values, Norms, Cohesiveness, Motivation, Satisfaction
Situation
Climate, Tasks, Stress, Resources, Environment, Culture, Personalities, Perceptions
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EFFECTIVE LEADERSHIP
Leaders, followers, and the situation interactively determine leadership effectiveness Effective leadership is based on the effectiveness of a leaders attitude and behaviour in a particular context with particular followers.
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TEN MOST COMMON CAUSES OF LEADERSHIP DERAILMENT

An insensitive, abrasive, or bullying style Aloofness or arrogance Betrayal of personal trust Self-centered ambition Failure to constructively face an obvious problem
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TEN MOST COMMON CAUSES OF LEADERSHIP DERAILMENT

Micro-management Inability to select good subordinates Inability to take a long-term perspective narrow vision Inability to adapt to a boss with a different style Over-dependence on a sponsor or mentor
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LEADERS VERSUS MANAGERS

Managers do things right; leaders do the right things Managers maintain; leaders develop Managers control; leaders inspire and empower Managers have a short-term view; leaders have long-term visionary view
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LEADERS VERSUS MANAGERS (2)

Managers ask how and when; leaders ask what and why Managers imitate; leaders originate Managers accept and defend the status quo; leaders challenge, destroy, refine, and transform the status quo
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MANAGEMENT
Management involves keeping the current system operating efficiently through planning, budgeting, organising, staffing, controlling, and problem solving (Kotter)
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LEADERSHIP
Leadership is scanning and focusing; the development of vision, systems, and strategies; the passionate alignment of relevant people behind these systems and strategies; the empowerment of individuals to be strategically divergent thinkers, creative and innovative; and inspiring or influencing teams of followers to make the vision happen, despite all obstacles
LEADING AND MANAGING FRAMEWORK (1) LEADING

SCANNING Identify client and stakeholder needs and priorities Recognize trends, opportunities, and risks that affect the organization Look for best practices Identify staff capacities and constraints Know yourself, your staff, and your organization values, strengths, and weaknesses Organizational Outcome
Managers have up-to-date valid knowledge of their clients, the organization, admits context, they know how their behaviour affects others 12/18/2009 copyright:jaheto 30
MANAGING
PLANNING Set short-term organizational goals and performance objectives Develop multi-year and annual plans Allocate adequate resources (money, people, and materials) Anticipate and reduce risks Organizational Outcome Organizational has defined objectives, assigned resources, and an operational plan
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LEADING
FOCUSSING Articulate the organizations mission and strategy Identify critical challenges Link goals with the overall organizational strategy Determine key priorities of action Create a common picture of desired results Organizational Outcome Organizations work is directed by well-defined mission strategy, and priorities
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MANAGING
ORGANISING Ensure a structure that provides accountability and delineates authority Ensure that systems for human resource management, finance, logistics, quality assurance, operations, information, and marketing effectively support the plan Strengthen work processes to implement plan Align staff capacities with planned activities Organizational Outcome
Organization has functional structures, systems, and processes for efficient operations: staff are organized and aware of job responsibilities and expectations. copyright jaheto 31
LEADING
ALIGN/MOBILIZING Ensure congruence of values, mission strategy, structure, systems, and daily actions Facilitate teamwork Unite key stakeholders around an inspiring vision Link goals with rewards and recognition Enlist stakeholders to commit resources Organizational Outcome
Internal and external stakeholders understand and support the organization goals and have mobilized resources to reach these goals
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MANAGING
IMPLEMENTING Integrate systems and coordinate work flow Balance competing demands Routinely use data for decisionmaking Coordinate activities with other programmes and sectors Adjust plans and resources as circumstances change
Organizational Outcome Activities carried out efficiently, and responsively
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LEADING
INSPIRING Match deeds to words Demonstrate honesty in interactions Show trust and confidence in staff: acknowledge the contribution of others Provide staff with challenges, feedback, and support Be a model of creativity, innovation, and learning Organizational Outcome Organization displays a climate of continuous learning and staff show commitment even when setbacks occur.
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MANAGING
MONITORING AND EVALUATING Monitor and reflect on progress against plans Provide feedback Identify needed changes Improve work processes, procedures, and tools
Organizational Outcome Organization continuously updates information about the status of achievements and results and applies on-going learning and knowledge
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LEADERSHIP AND MANAGEMENT

The point is not that leadership is good and management is bad. They are simply different, serve different purposes, form parts of a continuum, and are complementary. The strategic needs of our health services are: Visionary and credible leadership Competent management Effective management-leadership continuum
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WHAT DO LEADERS REALLY DO?

Challenge the Process and Status Quo
Search, Experiment, Take Risks, Pay the Price
Inspire a Shared Vision

Envision and Enlist Others
Enable Others to Act and Shine

Foster and Strengthen Followers
Model and Mentor the Way

Exemplary Behaviour, Commitment, Consistency
Encourage the Hearts to Perform

Recognise, Reward, and Celebrate Outstanding Contributions
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ENVIRONMENT FOR BREEDING LEADERS AND STRATEGIC MANAGERS Leadership Style That Empowers Mentoring, Delegating, and Team Building Organising to Facilitate Empowerment Incentive Systems Succession Planning Transformation Creativity and Innovation
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12/18/2009

Basic Concepts of Leadership & Health Services Management: An Overview

Elements of the Managerial Process

Basic Management Functions (1)

Basic Management Functions (2)

Basic Management Functions (3)

Health Services Management

Planning ( P ) Implementation ( I) Evaluaion ( E )

The Continuous Cycle of Management

A Simplified Open Systems Approach to Management

Managerial Transformation Process Outputs (Planning,organising,etc) External Environment (Opportunities &

Levels of Management (1)

Middle / Tactical / Administrative Level

Lower / Operational / Supervisory Level

Levels of Management (2)

Tactical Level Operational Level

Major Functions at the Strategic Level of Management

Major Functions at the Tactical Level of Management

Major Functions at the Operational Level of Management

Summary of Skills of the Effective Manager

Technical skills : knowledge,understanding & practical

Conceptual skills : ability to visualise the organisation as a

DEFINITIONS OF LEADERSHIP (1)

The presence of a particular influence relationship between two or more persons

SIGNIFICANCE OF THE DEFINITIONS

THE LEADERSHIP TRINITY

TEN MOST COMMON CAUSES OF LEADERSHIP DERAILMENT

TEN MOST COMMON CAUSES OF LEADERSHIP DERAILMENT

LEADERS VERSUS MANAGERS

LEADERS VERSUS MANAGERS (2)

LEADING AND MANAGING FRAMEWORK (1) LEADING

Organizational Outcome Activities carried out efficiently, and responsively

LEADERSHIP AND MANAGEMENT

WHAT DO LEADERS REALLY DO?

Inspire a Shared Vision

Enable Others to Act and Shine

Model and Mentor the Way

Encourage the Hearts to Perform

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Basic Concepts of Leadership & Health System Management

Basic Concepts of Leadership & Health System Management