Session 1.1: Being an Effective Leader

1. Session 1.1:Being an Effective Leader Module 1:Leadership and Team Building Leadership and Management Course for ZHRC Coordinators, HTI Principals, and ZHRC/HTI Management Teams

2. Learning Objectives By the end of the session, participants will be able to: • Describe the difference between leadership and management. • Describe key leadership and management activities. • List at least three areas they plan to work on to improve leadership skills.

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

4. Leadership Styles In the 1930’s, research revealed 3 styles: • Autocratic – leader makes decisions without consulting others • Democratic – involves people in decision making • Laisser-Faire – allows people to make own decisions Today, more styles can be identified: • Bureaucratic • Charismatic • Task-oriented • People-oriented or relations-oriented • Servant • Transactional • Transformational Adapted from Lewin , Llippit, and White, 1939

5. Activity: What’s Your Leadership Style? • Find a picture on the wall that best represents your approach to leadership. • How does this represent you? Lion Elephant Zebra Giraffe Adapted from Anita Verna Crofts, University of Washington.

6. How is leading different than managing?

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

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

9. Reflecting on Leadership & Management (1) 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.” 1990.

10. Reflecting on Leadership & Management (2) Management is doing things right. Leadership is doing the right things. - Peter Drucker

11. 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.

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

13. 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.

14. 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.

15. 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.

16. 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.

17. Planning • Set short-term organizational goalsand performance objectives • Develop multi-year and annual plans • Allocate adequate resources • Money, people, and materials • Anticipate and reduce risks Management Sciences for Health, 2005.

18. 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.

19. 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.

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

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

22. Key Points on Leadership & Management • Leadership is different than power, status, or official authority. It is about courage and responsibility. • Leadership skills and management skills are distinct, but complement each other. • Leadership skills are desirable and can be learned. • Leadership occurs at all levels of an organization.

23. Leader Profile: Mwalimu Julius Nyerere • Tanzania’s first president, from 1961-1985. • Nyerere’s leadership had a positive impact on health services delivery. • In a speech to parliament on 12-May-1964, Nyerere outlined the following objectives: • To increase Tanzania’s income • To increase and sustain health care workers • To increase the life expectancy of Tanzanians from 35/40 years to 50 years • As a result, health training institutions were established (especially for allied health) in Tanzania.

24. Leading and Managing for Results • Leading and managing practices affect the results of our work. Good Leading and Managing Practices Management Sciences for Health, 2005.

25. Group Activity: Achieving Results • Identify one health outcome you could influence. • What services could you set up or improve that would contribute to this outcome? • What changes in organizational capacity would lead to the selected outcome? • What leading and managing practices would need to be improved?

26. Self-Assessment: Leadership Style • Complete the Self-Assessment form. • What are your leadership strengths? • What are areas for improvement in your leadership skills? • How would you describe your leadership style? • Discuss your self-assessment with a partner.

27. Developing as a Leader • You learn to lead through formal and informal experiences. • To develop as a leader, you must: • Face your leadership challenges. • Become aware of the values that influence your actions. • Reflect on your leadership practices. • Improve your leadership abilities.

28. Leadership Development • Face Challenges • Take chances, make decisions, and face criticism • Gain confidence in decision-making • Learn from failures and from successes • Seek Feedback • Listen to trusted opinions • Evaluate decisions using data • Gain Support • Ask for support when you need it

29. Developing Managers who Lead • Focus on health outcomes. • Practice leadership at all levels. • You can learn to lead. • Leadership is learned over time. • Sustain progress through management systems.

30. Group Activity: Leadership Development • Work in small groups. Discuss these questions: • What actions can we take to improve individual leadership? • What can we do to support good leadership practices in an organization?

31. Key Points • Leadership skills and management skills are distinct, but complement each other. • Leadership and management skills can be learned and improved over time. • Effective leadership and management aim at achieving good results, and responding effectively to challenges.