Introduction to leadership
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Introduction to leadership. What has been your experience of leadership?. “ If your actions inspire others to dream more, learn more, do more and become more, you are a leader ” John Quincy Adams. r.

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Introduction to leadership

Introduction to leadership


What has been your experience of leadership

What has been your experience of leadership?


Introduction to leadership

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader”

John Quincy Adams


Introduction to leadership

r

Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.


Introduction to leadership

Choose 1 leader

What have they done that inspires you?


What motivated you to enter clinical practice

What motivated you to enter clinical practice?


About this morning

About this morning

Session 1. Shared leadership and the CLCF0800

Session 2 Leadership and you0830

  • exercise 1 your professional values

  • exercise 2 self assessment

    Session 3 Making the CLCF real0900

  • Exercise 3 Review CLCF examples

    Session 4 Taking the leadership challenge0945

  • Exercise 4 Linking challenges to leadership

    Close 1015

    .


Learning objectives

Learning objectives

  • Students understand how leadership relates to their: -

  • practice

  • Value set

  • Skills attitudes and behaviors for the module and future working

  • Their development areas


What is leadership

What is leadership?

  • Leadership is a transactional process. A leader affects and is affected by followers

  • Leadership is transitional. Within a MD team leadership moves around the team dependent on the stage of the process

  • Leadership involves influence in a group with a common purpose. Without influence, leadership does not exist

  • Leadership involves attaining goals and directing a group of individuals to achieve

Leadership is multi-factorial and distinct from management


Introduction to leadership

What is Shared Leadership?

Acts of leadership can come from any individual in the organisation, as appropriate, at different times

Self-leadership :

feeling confident to contribute and act

Leadership is not restricted to those who hold designated leadership roles

A dynamic, interactive influencing process among individuals in groups

There is a collective shared responsibility for success of the organisation and its services

Emphasises teamwork and collaboration;

objective is to lead one another to achieve group goals

Pearce and Conger


What is leadership1

What is Leadership?

“A process whereby an individual influences a group of individuals to achieve a common goal”

Northouse


The leadership problem

The leadership problem

There are many examples of poor practice and system failure within health and

care where a lack of leadership – at an individual, collective and system level –

has been identified as an important factor.

For example, we’ve seen this week that the care being delivered in your clinics may not be optimal and that the system itself has been built up over many years and not been designed to meet with patients needs.

With the economic and other challenges facing the Malawi Health Service it will be imperative that frontline staff have the leadership knowledge, skills and behaviours to drive radical service redesign and improvement.


But i m not a leader

But I’m not a leader....

Why me?

Patients and their family expect clinicians to use their knowledge and experience to contribute to the effective and efficient provision of healthcare.

Leadership is not restricted to people who hold designated leadership roles.

Acts of leadership can come from anyone in the organisation.


But i m not a leader1

But I’m not a leader....

Why me?

Patients and their family expect clinicians to use their knowledge and experience to contribute to the effective and efficient provision of healthcare.

Leadership is not restricted to people who hold designated leadership roles.

Acts of leadership can come from anyone in the organisation.

That’s you!


Leadership for co and midwives is

Leadership for CO and midwives is

Leadership in Malawi is about delivering high quality services to patients by:

Demonstrating personal qualities

Working with others

Managing services

Improving services

Setting direction


The clcf

The CLCF

Domains – there are 5 which describe the breadth of leadership behaviours

Elements – manageable components which are subsets of each domain

Competences – 4 statements which describe the leadership behaviours underpinning each elements


Domain 1

Domain 1

  • Demonstrating Personal Qualities

    1.1 Developing self awareness

    1.2 Managing yourself

    1.3 Continuing personal development

    1.4 Acting with integrity


Elements x 4

Elements x 4

For example

Effective leaders need to draw upon their

values, strengths and abilities to deliver high

standards of care.

This requires leaders to demonstrate

competence in the areas of:

Element 1.1 Developing self awareness


Contextual descriptors

Contextual descriptors

1. Demonstrating Personal Qualities

1.1 Developing self awareness

And the context is staff...

Recognise and articulate their own

values and principles, understanding

how these may differ from those of other

individuals and groups

Identify their own strengths and limitations,

the impact of their behaviour on others,

and the effect of stress on their own behaviour

Identify their own emotions and prejudices and understand how these can affect their judgment and behaviour

Obtain, analyse and act on feedback from a variety of sources.


Introduction to leadership

Gruen RL, Pearson SD & Brennan TA. JAMA (2004); 291: 94-98


Stages of leadership development

Stages of Leadership Development

Stage 1 Own practice/Immediate team

Stage 2 Whole service/Across teams

Stage 3 Across services/Wider organisation

Stage 4 Whole organisation/Wider healthcare system


Supporting infrastructure and resources

Supporting infrastructure and resources

For Individuals

Self Assessment tools:

Leadership Development Module: Freely available, particularly useful after undergoing or self assessment as signposts specific activities to help develop against particular elements of the framework.

Case studies and clinical examples: A range now available, including how individuals as well as organisations are using the CLCF to inform their work.

For further information, please visit http://www.leadershipacademy.nhs.uk/develop-your-leadership-skills/leadership-framework/supporting-tools-and-documents


Introduction to leadership

Exercise 1 - Leadership and you!

  • What motivated you to train as a CO or midwife?:

  • Part 1 – working in pairs (2 X 3 mins each = 6 mins) discuss

  • Part 2 – working as a group (4) discuss = 4 mins

1McBain, R., Ghobadian, A., Switzer, J., Wilton, P., Woodman, P. and Pearson, G. (2012) The Business Benefits of Management and Leadership Development. London: Chartered Management Institute


Introduction to leadership

Exercise 1 - Leadership and you!

  • Self assessment

  • Part 3 – consider what you bought into practice. Now….

  • What did you learn about yourself?

  • What would you do differently?

  • What leadership would you need to maximise the opportunities you identified in your audits?

  • - Working in Pairs = 8 mins

  • - Working in groups = 4 mins

  • - Plenary = 10 mins

Warning! Nominate 1 person to feedback


Introduction to leadership

Exercise 2 – Making the CLCF real!

  • CLCF booklet handouts

  • Working in groups - 1 CLCF domain per group

  • Step 1 Review the practical examples e.g student, practitioner, experienced practitioner

  • Are the generic examples suited to Malawi

  • Are the discipline specific examples relevant, Can they be tweaked/altered or need a lot of change

  • Can you write an example?

  • Step 2 Review the learning and development activity. Is it suitable?


Introduction to leadership

Exercise 3 – Taking the Leadership challenge!

  • What are the top 2- 3 challenges facing obstetrics and neonatal care today?

  • Step 1 take a domain of the CLCF. Thinking about these challenges and what you have learned earlier, what leadership activity/behaviours can you do to address these

  • Working in small groups use the handout = 15 mins

  • Step 2 feedback in plenary = 15 mins

Warning! Listen to feedback very carefully I will ask you to comment


Introduction to leadership

r

Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.


How can this be achieved

How can this be achieved?

"Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed it is the only thing that ever has.“

Margaret Mead


Introduction to leadership

Building evidence

  • A recently published report1 found that:

  • The average spend on management and leadership development (MLD) in high performing organisations is £1738 per year/ per manager (compared to £1275 for low performing organisations).

  • Accredited qualifications were rated by individuals as having the most impact upon their management/leadership performance.

  • The highest performing organisations had higher performing and more effective leaders

  • A strategic approach to MLD is required for it to be successful, i.e. commitment to MLD driven by CEO and senior management, the need for HR practices which reinforce leadership development, e.g. leadership succession planning and competency frameworks

Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.

1McBain, R., Ghobadian, A., Switzer, J., Wilton, P., Woodman, P. and Pearson, G. (2012) The Business Benefits of Management and Leadership Development. London: Chartered Management Institute


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