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Becoming Tomorrow’s Leaders

Becoming Tomorrow’s Leaders. Leadership in Health and Social Care Ken Jarrold. Topics. Leadership and Management- definitions Leadership in Health and Social Care Management in Health and Social Care. Topics. What matters One approach to leadership and management-servant leadership

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Becoming Tomorrow’s Leaders

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  1. Becoming Tomorrow’s Leaders Leadership in Health and Social Care Ken Jarrold

  2. Topics • Leadership and Management- definitions • Leadership in Health and Social Care • Management in Health and Social Care

  3. Topics • What matters • One approach to leadership and management-servant leadership • Other thoughts on Leadership • Hard questions for would be leaders • 10 steps to leadership and management

  4. Leadership and Management-definitions • Leadership is showing the way-showing what to do next. Leadership is not dependent on role or seniority. • Management is the responsibility for the use of resources. Management is dependent on role and includes seniority.

  5. Leadership in Health and Social Care • Leadership in health and social care may come from; • Patients • Clients • Carers • Voluntary Organisations • Representatives of the public • Other agencies

  6. Leadership in Health and Social Care Professions Trade Unions Politicians Team Managers Directors and Senior Managers Chief Executives Chairs and Non Executives

  7. Management in Health and Social Care • Team Managers • Directors and Senior Managers • Chief Executives

  8. What matters • What matters is the approach to leadership and management • What matters is how you do it • What matters is what you say, what you do and how you behave.

  9. One Approach to leadership and management-servant leadership • Robert Greenleaf’s story • AT and T • Retired at 60 • A useful old age • 24 years of research writing and teaching • Servant leadership-an international following

  10. Ten Characteristics of the Servant Leader/Manager • Listening • Empathy • Healing • Awareness • Persuasion • Conceptualisation

  11. Ten Characteristics of the Servant Leader/ Manager • Foresight • Stewardship • Commitment to the growth of people • Building community • Larry Spears

  12. Other Thoughts on leadership and management • Surveys [Sheffield Study 1998 National Staff Surveys 2003- London Study 2004] tell us that the approach taken to leadership and management matters to the people of the NHS • The people of the NHS work in teams • The quality of team managers is crucial to the well being of the people of the NHS

  13. Other thoughts on leadership and management • Team Managers need to provide: • Support • Feedback including appraisal • Development and training • Clear job content

  14. Other thoughts on leadership and management • Survey of 2500 NHS Managers • Most important leadership qualities • Concern for others • Ability to communicate and inspire • Decency • Humanity • Humility

  15. Other thoughts on leadership and management • Sensitivity • Respect for others • Not a soft option • The leader as servant not as hero

  16. Other thoughts on leadership and management • NHS leadership research highest scores for observed leadership behaviours • Focusing effort • Being decisive • NHS leadership research lowest scores for observed leadership Behaviours • Inspiring others • Supporting a developmental culture

  17. Other thoughts on leadership and management • Showing genuine concern • Encouraging change • Being honest and consistent • Acting with integrity

  18. Other thoughts on leadership and management • Good Boss Consultancy Group Survey- private sector • More than two thirds of staff had been bullied or publicly humiliated • 6 out of ten people with a bad boss have looked for a new job • Almost 70% of workers often criticise their boss to colleagues • Only 1% are made to feel proud and wanted

  19. Other thoughts on leadership and management • More than a third of staff with bad bosses admitted to sickies • The worst bosses; • Leave things to the last minute • Provide little or no direction • Go for easy quick fix solutions • Keep changing direction

  20. Other thoughts on leadership and management • Are stressed by a lack of organisational skills • Disregard work-life balance • Are poor at identifying problems • Provide no career options • Over-commit the team • Delegate difficult and unpleasant tasks

  21. Other thoughts on leadership and management • The best bosses; • Defend the team when necessary • Do not let personal life affect work • Give credit where it is due • Support career development • Always support team members

  22. Other thoughts on leadership and management • Are cheerful and positive • Are gently persuasive • Challenge decisions with which they disagree • Face up to difficulties • Have reasonable expectations

  23. Other thoughts on leadership and management • David Fillingham Trust CE asked A and E nurses in Stoke -on-Trent what makes good leaders? • They said; • Integrity and support for people • Good communicator • Passion-belief in the NHS and service improvement

  24. Other thoughts on leadership and management • Peter Griffiths Foundation Trust Chair/former Deputy CE NHS describes leaders as; • Passionate about high standards of service • Looking for improvement • Being willing to learn • Seeking consensus

  25. Other thoughts on leadership and Management • Admitting mistakes • Concerned for the treatment of people • Having realistic visions • Committed to relationships with professional colleagues

  26. Other thoughts on leadership and management • Beverley Alimo-Metcalfe’s [Professor of Leadership and researcher] descriptions of leadership and leaders; • Leadership is; • A contact sport • Asking ourselves do those I serve grow as people? • Being obsessed with values-living inside out

  27. Other thoughts on leadership and management • Connecting what I do with who I am and those I serve • A leader is: • Someone who has more belief in others than they have in themselves • The keeper of the faith until they come to believe it for themselves

  28. Other thoughts on leadership and management • Max du Pre American industrialist influenced by Robert Greenleaf said that leadership was about; • Polishing, liberating,enabling the gifts of others • Bearing not inflicting pain • Believing that people are the heart and spirit

  29. Other thoughts on leadership and management • Giving people space to exercise gifts and be themselves • Behaving with consistent and dependable integrity

  30. Other thoughts on leadership and management • Courage is important in leadership and management • David Wilkinson and Elaine Applebee said courage is more important than charisma • Simon Caulkin said that leadership is about honesty, courage, and a willingness to worry a way through the hard decisions • C S Lewis said that courage is the master virtue because it makes practice of all the others possible

  31. Other thoughts on leadership and management • Leadership is about action • Don Detmer American academic said that leadership is about who you are, what you believe and doing something about it

  32. Other thoughts on leadership and management • Warren Bennis is one of the most respected thinkers on leadership. Writing with James O’Toole he said • Real leaders demonstrate integrity, provide meaning, generate trust, and communicate values • Real leaders move the human heart

  33. Hard questions for would be leaders • Warren Bennis and James O’Toole ask 9 hard questions of would be leaders • 1. Do you lead consistently in a way that inspires followers to trust you? • 2. Do you hold people accountable for their performance and promises? • 3. Are you comfortable delegating important tasks to others?

  34. Hard questions for would be leaders • 4. How much time do you spend developing other leaders? • 5. How much time do you spend communicating your vision, purpose, and values? Do people down the line apply your vision to their day to day work? • 6. How comfortable are you sharing information, resources, praise and credit?

  35. Hard questions for would be leaders • 7. Do you energise others? • 8. Do you consistently demonstrate respect for followers? • 9. Do you really listen?

  36. 10 Steps to leadership and management • 5 Process steps • 1. Listen to other people • 2. Think about what they have said • 3. Exercise judgement- come to a decision • 4. Explain your decision and persuade others • 5. See it through with courage

  37. 10 Steps to leadership amd Management • 5 behaviour steps • 1. Demonstrate your commitment to the work of your organisation and your belief in service improvement. • 2. Respect the people you work with and take delight in their development. • 3. Exercise empathy- put yourself in other people’s shoes

  38. 10 Steps to leadership and Management • 4. Build trust by acting with integrity and living your values • 5. Act with humility and be willing to learn

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