What is Shared Leadership? - PowerPoint PPT Presentation

Loading...

PPT – What is Shared Leadership? PowerPoint presentation | free to download - id: 74116a-ZGE5Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

What is Shared Leadership?

Description:

What is Shared Leadership? Acts of leadership can come from any individual in the organisation, as appropriate, at different times Self-leadership : – PowerPoint PPT presentation

Number of Views:94
Avg rating:3.0/5.0
Slides: 19
Provided by: Joyce165
Learn more at: http://www2.warwick.ac.uk
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: What is Shared Leadership?


1
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
2
What is Leadership?
  • A process whereby an individual influences a
    group of individuals to achieve a common goal
  • Peter Northouse

3
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, weve 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.

4
But Im 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.

5
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

6
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

7
Domain 1
  • Demonstrating Personal Qualities
  • 1.1 Developing self awareness
  • 1.2 Managing yourself
  • 1.3 Continuing personal development
  • 1.4 Acting with integrity
  •  

8
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

9
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.

10
Gruen RL, Pearson SD Brennan TA. JAMA (2004)
291 94-98
11
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
12
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
13
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
14
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?

15
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
16
  • 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.
17
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
18
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
About PowerShow.com