1. LEADERSHIPLEADERSHIP
IN HEALTHCARE
Ola H. Elgaddarg
MBChB, MSc, MD, CPHQ, LGBSS
Lecturer of Chemical Pathology
Medical Research Institute
Alexandria UniversityAlexandria University
Ola.elgaddar@alexu.edu.eg

3. LeadershipLeadership
Leadership may be considered as the
process of influencing the activities of
an organized group in its effortsan organized group in its efforts
towards goal setting and goal
hi tachievement.

5. LeadershipLeadership
Mobilizing people to tackle tough
problemsproblems

7. LeadershipLeadership
It is the ability to take others where
they otherwise would not go or tothey otherwise would not go or to
get others to do what theyg y
otherwise would not do (positively
ti l )or negatively)

9. Leading viewed in relationship to theg p
other management functions
Management 10/e - Chapter 16

10. LEADERSHIP = POWERLEADERSHIP POWER
??????

17. It is not so long since everyone wasIt is not so long since everyone was
arguing that ‘management’ was the
answer to improving organizations,
so why is there now a focus onso why is there now a focus on
leadership?

18. There are varied views aboutThere are varied views about
whether ‘management’ and
‘leadership’ are different or
basically the same as activitiesbasically the same, as activities
(not roles) within organizations.

19. Leadership versus Management
Management L d hiManagement
PromotesPromotes
t bilitt bilit
Leadership
PromotesPromotes
stabilitystability,,
orderorder andand
blbl
visionvision,,
creativitycreativity,,
problemproblem
solvingsolving withinwithin
i ti
yy,,
andand
changechangeMM LLexisting
organizationaorganizationa
l t tl t t
ggMM LL
l structurel structure
and systemsand systems
Takes care of where
you are
Takes you to a
new place

20. A manger seeks to limit the scopeA manger seeks to limit the scope
of his responsibilities , a leader
strives to expand them

21. A manager performs a lot of tasks,A manager performs a lot of tasks,
a leader prioritizes and either
delegates many tasks or ignores
themthem

22. Managers spend most of their time
in the office leaders are frequentlyin the office, leaders are frequently
no-where in sight, interacting withno where in sight, interacting with
the world bringing new ideas back
ffrom their travels

23. M k it L dManagers seek security, Leaders
seek challengeseek challenge

24. M id fli t L dManagers avoid conflict. Leaders
often cause troubleoften cause trouble

25. Managers seldom make errors.
Leaders take risks makeLeaders take risks, make
occasional mistakes, and learnoccasional mistakes, and learn
from each of them.

26. A manager knows the weaknesses
of staff members A leader knowsof staff-members. A leader knows
his own.his own.

27. INHERENT ………
ACQUIRED?ACQUIRED?

28. SPECIAL LEADERSC R

29. Vi i l d hiVisionary leadership :
A leader who brings to the situation aA leader who brings to the situation a
clear and compelling sense of the
f ll d di ffuture as well as an understanding of
the actions needed to get therethe actions needed to get there
successfully.

31. Ch ll thChallenge the process.
Show enthusiasmShow enthusiasm.
Help others to act.Help others to act.
Set the example.
Celebrate achievements.

33. S t l d hiServant leadership :
Commitment to serving othersCommitment to serving others.
Followers more important than leader.
“Other centered” not “self-centered”.
Focuses on empowerment, not
power.power.

34. I f iInformation
Responsibility
Authority
Trust

35. T ti l l d hiTransactional leadership :
Someone who directs the efforts ofSomeone who directs the efforts of
others through tasks, rewards, and
structures
MANAGER???

36. Someone who is truly inspirational as
a leader and who arouses others toa leader and who arouses others to
seek extraordinary performance
accomplishments

38. Leadership behavior theories focus on
how leaders behave when working with
followers.
B i di iBasic dimensions:
Concern for the task to be accomplishedConcern for the task to be accomplished.
Concern for the people doing the work.p p g

39. CLASSIC LEADERSHIP STYLES

40. Autocratic:
E h i t k l- Emphasizes task over people.
- Keeps authority and information withinKeeps authority and information within
the leader’s tight control.
-The leader makes decisions and
announces them to the group with littleannounces them to the group with little
or no subordinate participation
- Crisis management

41. Laisses-faire (free rein)
Shows little concern for task, lets the
group make decisions and acts with agroup make decisions, and acts with a
“do the best you can and don’t bothery
me” attitude.

42. DemocraticDemocratic
-Committed to task and people, getting
things done while sharing information,
encouraging participation in decisionencouraging participation in decision
making, and helping people develop
skills and competencies.
When working with effective self- When working with effective self-
directed work groups or teams