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Leadership Sugandha, Mike, Catherine Leadership A process whereby an individual influences a group of individuals to achieve a common goal Leaders are.. – PowerPoint PPT presentation

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Title: Leadership

  • Sugandha, Mike, Catherine

  • A process whereby an individual influences
  • a group of individuals to achieve a common
  • goal
  • Leaders are..
  • Those who manage to elevate vision
  • beyond self interest to that of the group and can
  • make the difference between success and failure

Why is leadership relevant?
  • As a GP you will be caring for patients as part
    of an independent business that contracts to
    provide medical services to its patients.
  • You work within systems and organisations.
  • You have a responsibility to contribute to the
    effective running of the organisation in which
    they work and to its future direction

Leading Change
  • For me clinical leadership is absolutely vital
  • for ensuring that our health service is fit for
  • the future The people who are best
  • equipped to judge how the health service
  • develops are those who are delivering the
  • services
  • - Sir Bruce Keogh NHS medical director

Leading change
  • You should strive to deliver a continuously
    improving healthcare service for your patients
  • When you identify areas that need improvement
    then it is your duty to facilitate this
  • This shall require leadership!

How to lead
  • Improving services
  • Ethical leadership
  • Effective leadership
  • Different leadership styles
  • Team roles and personality

Improving services
  • Seeing change as a positive
  • Ensuring patient safety
  • Critically evaluating
  • Questioning the status quo
  • Acting as a positive role model for innovation
  • Encouraging dialogue and debate with a wide range
    of people
  • Developing creative solutions to transform
    services and care
  • Facilitating transformation

Ethical leadership (Heifetz)
  • Being instrumental to achieving the groups goals
    - leader as servant
  • Challenging that the right thing is being done,
    the conscience of the group
  • Creating a safe environment to confront and deal
    with conflict
  • Using authority and persuasion to get people to
    attend to issues
  • Acting as a reality test and challenger to manage
    and frame issues
  • Balancing and integrating differing views and
  • Facilitating robust and ethical decision-making
  • Enabling group members to deal with change at a
    unique personal level
  • Taking on a social responsibility to address
    social injustices and inequities

Effective leadership
  • Having an understanding of social and emotional
    dynamics, including insight into oneself
  • Altering the style and approach to suit the needs
    of the situation
  • Facilitating and coordinating contributions

Different leadership styles
  • Autocratic Leaders
  • create a dependency on themselves and often make
    decisions without reference to anyone else
  • task-oriented and performance-driven.
  • Evaluation
  • Sometimes, thats exactly whats needed to get
    results, especially in a crisis or to quickly
    solve a problem
  • Can be hugely de-motivating and leaves no room
    for staff to develop or to function when the
    autocratic leader is not present

Different leadership styles
  • Democratic/parcipative leaders
  • Listen to different perspectives and use them to
    inform the decision making process
  • Evaluation
  • Builds great ownership, a great team environment
    and creates motivation
  • Effective at building consensus, healing rifts
    and strengthening commitment
  • Decision making can take longer

Different leadership styles
  • Visionary/coaching Leaders
  • focus on a connection between group members and
    the organisation's goals, creating shared
  • Evaluation
  • Motivational, gives people autonomy and a sense
    of direction, and it relies heavily on good
    interpersonal relationships.
  • It is possible that the steps between vision and
    implementation can sometimes be less thought
    through or there is a delay in achieving them,
    which leads to frustration and scepticism

Different leadership styles
  • Paternalistic leaders
  • Appear as a parent figure. Although they may
    consult, ultimately they make the decisions.
  • They can provide support to staff but still hold
    the reins. In healthcare, we are often drawn into
    being paternalistic towards patients because of
    their vulnerability.
  • Evaluation
  • Takes away responsibility from the group members,
    and lessens commitment and the drive for
  • Less aggressive form of the authoritarian style

Different leadership styles
  • Laissez-faire
  • The nominated leader takes a hands off approach
    with no intervention. There is minimal contact
    with group members or concern for their
  • Evaluation
  • Can create an environment for free reign of
  • Difficult situation for group members as the lack
    of presence gives them nothing to connect with

Team roles and personality - Belbin
Team roles and personality
  • The co-ordinator
  • The co-ordinator organises and co-ordinates the
    team. They are mature and confident. However,
    they can possibly be seen as manipulative
  • The team worker
  • The team worker holds the team together by being
    supportive they are good listeners and are
    likeable. The team worker may potentially be
    indecisive in a crisis.

Team roles and personality
  • The Plant
  • Proposes original ideas and proposals they are
    creative and imaginative. The plant may be
    sensitive to criticism and may not have an eye
    for detail.
  • The Monitor-evaluator
  • Makes accurate judgements by carefully evaluating
    information they are analytical and dependable.
    They may appear distant and not inspire others.

Team roles and personality
  • The Implementer
  • Turns ideas into actions they are reliable and
    efficient. May appear unexciting and slow to
    respond to new ideas.
  • The Completer-finisher
  • Checks details and ensures that shedules are met
    they are methodical and conscientious. May worry
    and be reluctant to delegate.

Team roles and personalities
  • The Shaper
  • Challenges the team to action they are
    dominating and have drive. May be seen as
    provocative and impatient. May lose enthusiasm.
  • Resource Investigator
  • Brings contacts and opportunities to the team
    they are extrovert and enthusiastic. May not
    follow through and complete tasks.

Team roles and responsibilities
  • The Specialist
  • Brings specialist knowledge and skill to the
    team they are dedicated and self-starting. May
    appear to be a loner and may only contribute from
    within their frame of expertise.

Medical Leadership Competency Framework
Demonstrating personal qualities
Working with others
Managing services
Improving services
Setting Direction
Setting Direction
  • I think inconceivable things will happen in
  • healthcare over the next 30 years.. Public
  • expectation is that people want to be treated
  • closer to home.. We have to start thinking of
  • delivering care in a completely different way..
  • The size of our hospitals are a barometer of
  • our failure to deliver decent public health
  • and community services
  • - Sir Bruce Keogh NHS medical director
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