1. INTRODUCTION TO LEADERSHIP
INTRODUCTIONS

2. CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

3. CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES
DEFINE LEADERSHIP
VIDEO CLIPS
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

4. CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES
WHAT IS LEADERSHIP
Leadership can be defined as the social process in which one individual influences the behaviour of others to perform certain tasks intended to achieve specified goals.
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

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Defining Leadership
Leadership is an intangible quality.
It cannot be measured in any traditional sense, although we can measure its results to the organisation.
Warren Bennis said: “To an extent, leadership is like beauty. It is hard to define, but you know it when you see it.”
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

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Defining Leadership
Leadership is the capability and resolve to rally people to a common purpose.
The term can also refer to the character which inspires confidence
The leader’s role is to inspire others to attain outstanding results.
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

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Leadership is a concept of taking charge of a group of people in any setting.
In an organisational setting, Leadership is an aspect of Management
Management entails
Coordinating the activities of groups and
Directing group members’ efforts towards the realization of the organisations’ goal and objectives.
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

8. CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES
The ability to inspire others
The ability to influence others to see things from the same perspective
The ability to rally others to a common purpose
The ability to instil confidence and trust in others to share in one’s vision
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

9. LEADERSHIP VERSUS MANAGEMENT?
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WHO CAN BE A LEADER?
DO YOU CONSIDER YOURSELF A LEADER?
WHY?
HOW CAN YOU BE A LEADER?
IN WHAT POSITIONS DO YOU ASSUME LEADERSHIP?
LEADERSHIP TEST
LET’s HEAR WHAT OTHER PEOPLE’s VIEWS ARE ON LEADERSHIP – VIDEO
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

12. CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES
TEST OF LEADERSHIP
Good leadership can be manifested in the quality of the practices of followers.
The skilled handling of cases and confidence evident in the followers and their commitment to duty, in the absence of the leader, mark the success and effectiveness of the leader.
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

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Why are the physicians and the whole medical fraternity placed in the leadership mould like business leaders?
Why should they not focus on what they were educated and trained to do - practise medicine?
To these questions, Dr. John Waldhousen states, “in our values and our commitments - as physicians, our primary raison d’être is patient care.
The welfare of patients, the education of students and residents, and the growth of research knowledge - these are important commitments underlying our profession.”
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

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Dr Waldhousen’s pronouncements have telling implications on the importance of leadership in the Medical field.
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

15. LEADERSHIP Building and Empowering the team Motivating The team
Listening, supporting and giving constructive criticism
Conflict management
Coaching and mentoring
Managing Diversity
LEADERSHIP
Modelling and Sharing the culture
Stress Management
Delegation
Managing Organisational politics
Sharing the Vision
Initiating and supporting a development culture
Celebrating success with the team
Effective communication
Modelling and engaging Emotional Intelligence
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

16. THE TRUE TEST OF LEADERSSHIP
What you leave behind is the true test of leadership.
Creating the conditions for the reproduction of the organisation and future effective leaders is the ultimate test of leadership.
It is about leaders and managers who can work themselves out of their jobs.
It is about the legacy of efficiency, effectiveness and commitment passed on to the team and next generation.
Leaders should be aware of their anchor of power!
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

17. Sources of power for leaders
Firstly, the formal leaders derive their power from their legitimate position within the organisation.
French and Raven give 5 main bases of power:
Reward Power,
Coercive Power,
Expert Power,
Referent Power,
Legitimate/Position Power
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

18. Legitimate Power/Position Power
Power acquired by virtue of being appointed to a position of authority within the organisational structure.
Bestows the power to give instructions, orders and instill discipline and award rewards and punishment for good or bad behaviour respectively.
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

19. Sources of Power for formal Leaders
Legitimacy - this is, behaviour consistent with key organisational values.
Values play an important role in organisations.
They confer legitimacy and guide the behaviour of the members who adhere to them.
Actions that conform to the prevailing value system are deemed credible or legitimate by other members of the organisation.
Legitimacy increases acceptance and acceptance is a key to personal influence.
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. Reward Power
Reward power (influencer) is based on one's ability to issue rewards that are valued by the other person
Reward power is closely tied to legitimate power. People will comply because they expect positive benefits.
The rewards can be in the form of money, promotion, challenging assignment, preferred work shifts and a lot others.
Coercive and reward power are opposites.
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES

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Coercive power
French describes coercive power as the power that is based on invoking fear.
It is based on the influencer's capability and ability to punish the influencee for failure to meet requirements.
It is the negative side of reward power.
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Expert power
Relates to the influence that emanates from possession of expertise , special skills or superior knowledge in a particular field. For example technical knowledge is a great source of expert power.
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Expert power
Managers are believed to possess some degree of expertise by virtue of being elevated to the position they occupy in the organisation (until they prove otherwise)
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Referent Power
Based on admired personal qualities of an individual.
The power to draw people to you because of a special desirable trait in you e.g.
success in soccer, or singing,
charisma,
being well spoken,
bravery,
composure in times of adversity, etc.
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Referent power cannot be bestowed upon an individual by virtue of their position in the organisation
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These different sources of power are interrelated and one can operate on more than one at a time, for example, Expert power can also give rise to referent power and information power.
Legitimate power will normally go with reward and coercive power and reinforced by referent power, expert power and information power.
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ADDITIONAL SOURCES
Informational power (Greenberg and Baron, 2010)
Rational persuasion – based on knowledge and ability to be convincing.
To rationally pose and explain issues and convince others to buy in
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Leaders need to disabuse themselves of the belief that everything of value resides at the top and everyone should aspire to be there.
How can leadership add value to those below them and those further down at the bottom rungs of the organisation or section or unit?
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30. Characteristics of a leader
Self-awareness
Respect and respectful
Taking responsibility
Constructive rather than critical
Persuasive dialogue – ideas, changes, patients, fellow workers and leaders
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The final test of Leadership is not what the leader accomplishes while in office.
It is what happens when they leave the scene.
It is the legacy that they leave behind that makes them remembered long after they hand over the reigns of leadership
If the enterprise collapses,
(Adapted from James Taylor : Executive Director – Community Development Resource Association (CDRA)
April 2006)
CMRT – 2018 LEADERSHIP TRAINING: HEALTH SCIENCES