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Leadership and Management Framework

Leadership and Management Framework. Leaders in Health Namibia. What are the characteristics of a good leader? What are the characteristics of a good manager?. How are leading and managing the same and different?. Management is doing things right. Leadership is doing the right things.

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Leadership and Management Framework

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  1. Leadership and Management Framework Leaders in Health Namibia

  2. What are the characteristicsof a good leader? What are the characteristicsof a good manager?

  3. How are leading and managing the same and different? Management is doing things right. Leadership is doing the right things. - Peter Drucker

  4. Leading: Enabling others to face challenges and achieve results in complex conditions.- Management Sciences for Health, 2005

  5. Managing:Planning and using resources efficiently to produce intended results.- Management Sciences for Health, 2005

  6. Reflecting on Leadership & Management • Leadership and management are two distinctive and complementary systems. • Each has its own function and characteristic activities. • Both are necessary for success in an increasingly complex and volatile environment. • - John Kotter, “What Leaders Really Do.”

  7. Activity: Actions of Leaders & Managers Individual Activity: • Think of someone you know personally who leads and manages well. • What do they do? • Be as specific as you can. Group Activity: • Compare and discuss your lists. • Make a list of key leadership and management practices. • Place each practice in a category on the wall.

  8. Leading and Managing Framework Management Sciences for Health, 2005.

  9. 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. Management Sciences for Health, 2005 & 2001.

  10. Focusing Articulate the organization’s mission and strategy. Identify critical challenges. Link goals with the overall organizational strategy. Determine key priorities for action Create a common picture of desired results. Management Sciences for Health, 2005 & 2001.

  11. Aligning/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. Management Sciences for Health, 2005 & 2001.

  12. Inspiring Match deeds to words. • “Walk the talk.” Demonstrate honesty in interactions. Show trust and confidence in staff, acknowledge the contributions of others. Provide staff with challenges, feedback, and support. Be a model of creativity, innovation, and learning. Management Sciences for Health, 2005 & 2001.

  13. 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 Management Sciences for Health, 2005.

  14. Organizing Ensure a structure that providesaccountability and delineatesauthority Ensure that organizational systems effectively support the plan • Human resource management, finance, logistics, quality assurance, operations, information, marketing, etc. Strengthen work processes to implement the plan Align staff capacities with planned activities Management Sciences for Health, 2005.

  15. Implementing Integrate systems and coordinatework flow Balance competing demands Routinely use data for decision making Coordinate activities with other programs and sectors Adjust plans and resources as circumstances change Management Sciences for Health, 2005.

  16. Monitoring & Evaluating Monitor and reflect on progressagainst plans. Provide feedback. Identify needed changes. Improve work processes, procedures, and tools. Management Sciences for Health, 2005.

  17. Integrated Framework: Leading and Managing for Results Management Sciences for Health, 2005

  18. Leading and Managing for Results Leading and managing practices affect the results of our work: Management Sciences for Health, 2005

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