Introduction to leadership

What has been your experience of

leadership?
“If your actions inspire
others to dream more,
learn more, do more and
become more, you are a
leader”
John Quincy Adams
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.
Choose 1 leader
What have they done that inspires you?
What motivated you to enter clinical
practice?
About this morning
Session 1. Shared leadership and the CLCF 0800

Session 2 Leadership and you 0830

• exercise 1 your professional values

• exercise 2 self assessment

Session 3 Making the CLCF real 0900

• Exercise 3 Review CLCF examples

Session 4 Taking the leadership challenge 0945

• Exercise 4 Linking challenges to leadership

Close 1015

.
Learning objectives
• Students understand how leadership relates to their: -

• practice

• Value set

• Skills attitudes and behaviors for the module and future

working

• Their development areas

What is leadership?
• Leadership is a transactional process. A leader affects and is
affected by followers

• Leadership is transitional. Within a MD team leadership moves

around the team dependent on the stage of the process

• Leadership involves influence in a group with a common

purpose. Without influence, leadership does not exist

• Leadership involves attaining goals and directing a group of

individuals to achieve

Leadership is multi-factorial and distinct from management

 Acts of
Self-leadership :
leadership can
feeling confident to
What is contribute and act
come from any
individual in the
Shared organisation, as
Leadership? Leadership is not appropriate, at
restricted to different times
those who hold
A dynamic, designated
There is a
interactive leadership roles
collective shared
influencing
responsibility for
process among
Emphasises success of the
individuals in
teamwork and organisation and
groups
collaboration; its services
objective is to
lead one another Pearce and Conger
to achieve group
goals
What is Leadership?

“A process whereby an individual

influences a group of individuals to
achieve a common goal”
Northouse
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, we’ve 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.
But I’m 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.

But I’m 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.

That’s you!
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
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
Domain 1
1. Demonstrating Personal Qualities

1.1 Developing self awareness

1.2 Managing yourself
1.3 Continuing personal development
1.4 Acting with integrity
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

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.
Gruen RL, Pearson SD & Brennan TA. JAMA (2004); 291: 94-98
Stages of Leadership Development

Stage 4
Stage 1 Own practice/Immediate team
Stage 3
Stage 2 Whole service/Across teams

Stage 2 Stage 3 Across services/Wider

organisation

Stage 4 Whole organisation/Wider

healthcare system
Stage 1
 Supporting infrastructure and resources
For Individuals
Self Assessment tools:
Leadership Development Module: Freely available, particularly useful after undergoing or self
assessment as signposts specific activities to help develop against particular elements of the
framework.
Case studies and clinical examples: A range now available, including how individuals as well
as organisations are using the CLCF to inform their work.

For further information, please visit http://www.leadershipacademy.nhs.uk/develop-

your-leadership-skills/leadership-framework/supporting-tools-and-documents
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
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

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?

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
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.
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
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
time. We are the ones we've been waiting for. We are the change
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