LEADERSHIP
Maissa Mohamed Shawky
Professor of Public Health
School of Medicine, Cairo University
1–2

What is the difference between managers and
Leaders?

What is Change ?

What are the characteristics of leaders?
Who Are Managers?
1–3

Manager
 Someone
who works with and through other people by
coordinating and integrating their work activities in
order to accomplish organizational goals.
Classifying Managers
1–4

First-line Managers
 Are
at the lowest level of management and manage
the work of non-managerial employees.

Middle Managers
 Manage

the work of first-line managers.
Top Managers
 Are
responsible for making organization-wide decisions
and establishing plans and goals that affect the entire
organization.
Managerial Levels
1–5
Managerial Concerns
 Efficiency
 “Doing

things right”
Getting the most output for the least inputs
 Effectiveness
 “Doing

the right things”
Attaining organizational goals
1–6
Effectiveness and Efficiency in Management
1–7
What Do Managers Do?
1–8

Functional Approach
 Planning
 Defining
goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
 Arranging
work to accomplish organizational goals.
 Leading
 Working
with and through people to accomplish goals.
 Controlling
 Monitoring,
comparing, and correcting the work.
What Do Managers Do? (cont’d)
1–9

Management Roles Approach
 Interpersonal
 Figurehead,
leader, liaison
 Informational
 Monitor,
roles
roles
disseminator, spokesperson
 Decisional
roles
 Disturbance
handler, resource allocator, negotiator
What Do Managers Do? (cont’d)
1–10

Skills Approach
 Technical
skills
 Knowledge
 Human
 The
skills
ability to work well with other people
 Conceptual
 The
and proficiency in a specific field
skills
ability to think and conceptualize about abstract and
complex situations concerning the organization
Skills Needed at Different Management Levels
1–11
Conceptual Skills
1–12

Using information to solve business problems

Identifying of opportunities for innovation

Recognizing problem areas and implementing
solutions

Selecting critical information from masses of data

Understanding of business uses of technology

Understanding of organization’s business model
Communication Skills
1–13


Ability to transform ideas into words and actions
Credibility among colleagues, peers, and
subordinates

Listening and asking questions

Presentation skills; spoken format

Presentation skills; written and/or graphic formats
Effectiveness Skills
1–14

Contributing to corporate mission/departmental
objectives

Customer focus

Multitasking: working at multiple tasks in parallel

Negotiating skills

Project management

Reviewing operations and implementing
improvements
Effectiveness Skills (cont’d)
1–15

Setting and maintaining performance standards
internally and externally

Setting priorities for attention and activity

Time management
Interpersonal Skills
1–16


Coaching and mentoring skills
Diversity skills: working with diverse people and
cultures

Networking within the organization

Networking outside the organization

Working in teams; cooperation and commitment
Management Skills and Management Function Matrix
“The Manager as a Leader”
1–17
Rewards and Challenges of Being A Manager
1–18
Decision Making

Decision
 Making

a choice from two or more alternatives.
The Decision-Making Process
 Identifying
a problem and decision criteria and
allocating weights to the criteria.
 Developing,
analyzing, and selecting an alternative
that can resolve the problem.
 Implementing
 Evaluating
the selected alternative.
the decision’s effectiveness.
Influences on Decision Making

Escalation of Commitment
 Increasing
or continuing a commitment to previous
decision despite mounting evidence that the decision
may have been wrong.

The Role of Intuition
 Intuitive
decision making
 Making
decisions on the basis of experience, feelings, and
accumulated judgement.
What is Intuition?
Common Decision-Making Errors and Biases
Characteristics of an Effective
Decision-Making Process

It focuses on what is important.

It is logical and consistent.




It acknowledges both subjective and objective thinking and
blends analytical with intuitive thinking.
It requires only as much information and analysis as is
necessary to resolve a particular dilemma.
It encourages and guides the gathering of relevant
information and informed opinion.
It is straightforward, reliable, easy to use, and flexible.
Overview of Managerial Decision Making
Managers Versus Leaders

Managers

Are appointed to their
position

Can influence people only to
the extent of the formal
authority of their position

Do not necessarily have the
skills and capabilities to be
leaders

Leaders

Are appointed or emerge
from within a work group

Can influence other people
and have managerial
authority

Do not necessarily have the
skills and capabilities to be
managers
Leadership is the process of influencing a
group toward the achievement of goals.
Early Leadership Theories

Trait Theories (1920s-30s)
 There
are seven traits associated with
successful leadership:
 Drive,
 The
desire to lead
 Honesty and integrity
 Self-confidence
 Intelligence,
 Job-relevant knowledge,
 Extraversion
Early Leadership Theories (cont’d)

Behavioral Theories
 Identified
three leadership styles:
 Autocratic style: centralized authority, low
participation
 Democratic style: involvement, high participation,
feedback
 Laissez faire style: hands-off management
 Research findings: mixed results
 No specific style was consistently better for producing
better performance
 Employees were more satisfied under a democratic
leader than an autocratic leader.
Early Leadership Theories (cont’d)

Behavioral Theories (cont’d)
 Ohio
State Studies
 Identified
two dimensions of leader behavior
 Initiating structure: the role of the leader in
defining his or her role and the roles of group
members
 Consideration: the leader’s mutual trust and
respect for group members’ ideas and
feelings.
Early Leadership Theories (cont’d)

Behavioral Theories (cont’d)
 University
of Michigan Studies
 Identified


Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
 Research

two dimensions of leader behavior
findings:
Leaders who are employee oriented are strongly associated with
high group productivity and high job satisfaction.
The Managerial Grid

Managerial Grid
 Appraises
leadership styles using two dimensions:
 Concern
for people
 Concern for production
 Places
managerial styles in five categories:
 Impoverished
management
 Task management
 Middle-of-the-road management
 Country club management
 Team management
Contingency Theories of Leadership

The Fiedler Model (cont’d)
 Proposes
that effective group performance depends
upon the proper match between the leader’s style of
interacting with followers and the degree to which
the situation allows the leader to control and
influence.
 Situational factors in matching leader to the situation:
 Leader-member
 Task
structure
 Position power
relations
Contingency Theories… (cont’d)

Hersey and Blanchard’s Situational Leadership
Theory (SLT)
 Argues
that successful leadership is achieved by
selecting the right leadership style which is
contingent on the level of the followers’ readiness.
 Acceptance:
leadership effectiveness depends on whether
followers accept or reject a leader.
 Readiness: the extent to which followers have the ability
and willingness to accomplish a specific task
 Leaders
must relinquish control over and contact with
followers as they become more competent.
Contingency Theories… (cont’d)

Hersey and Blanchard’s Situational Leadership
Theory (SLT)
 Creates
four specific leadership styles incorporating
Fiedler’s two leadership dimensions:
 Telling:
high task-low relationship leadership
 Selling: high task-high relationship leadership
 Participating: low task-high relationship leadership
 Delegating: low task-low relationship leadership
Contingency Theories… (cont’d)

Hersey and Blanchard’s Situational Leadership
Theory (SLT)
 Posits
 R1:
four stages follower readiness:
followers are unable and unwilling
 R2: followers are unable but willing
 R3: followers are able but unwilling
 R4: followers are able and willing
Contingency Theories… (cont’d)

Leader Participation Model
 Posits
that leader behavior must be adjusted to
reflect the task structure—whether it is routine,
nonroutine, or in between—based on a sequential
set of rules (contingencies) for determining the form
and amount of follower participation in decision
making in a given situation.
 Contingencies:
decision significance, importance of
commitment, leader expertise, likelihood of commitment,
group support, group expertise
Contingency Theories… (cont’d)

Leader Participation Model Contingencies:
 Decision
significance
 Importance of commitment
 Leader expertise
 Likelihood of commitment
 Group support
 Group expertise
 Team competence
Contingency Theories… (cont’d)

Path-Goal Model
 States
that the leader’s job is to assist his or her
followers in attaining their goals and to provide
direction or support to ensure their goals are
compatible with organizational goals.
 Leaders assume different leadership styles at
different times depending on the situation:
 Directive
leader
 Supportive leader
 Participative leader
 Achievement oriented leader
Current Approaches to Leadership

Transactional Leadership
 Leaders
who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements.

Transformational Leadership
 Leaders
who inspire followers to transcend their own
self-interests for the good of the organization by
clarifying role and task requirements.
 Leaders who also are capable of having a profound
and extraordinary effect on their followers.
1–39
Current Approaches to Leadership
(cont’d)

Charismatic Leadership
 An
enthusiastic, self-confident leader whose personality
and actions influence people to behave in certain ways.
 Characteristics of charismatic leaders:
 Have
a vision
 Are able to articulate the vision
 Are willing to take risks to achieve the vision
 Are sensitive to the environment and follower needs
 Exhibit behaviors that are out of the ordinary
Current Approaches to Leadership
(cont’d)

Visionary Leadership
A
leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
 Visionary leaders have the ability to:
 Explain
the vision to others
 Express the vision not just verbally but through behavior
 Extend or apply the vision to different leadership contexts
Current Approaches to Leadership
(cont’d)

Team Leadership Characteristics
 Having
patience to share information
 Being able to trust others and to give up authority
 Understanding when to intervene

Team Leader’s Job
 Managing
the team’s external boundary
 Facilitating the team process
 Coaching,
facilitating, handling disciplinary problems,
reviewing team and individual performance, training, and
communication
Current Approaches to Leadership
(cont’d)

Team Leadership Roles
 Liaison
with
external
constituencies
 Troubleshooter
 Conflict
 Coach
manager
Leadership Issues in the 21st Century

Managing Power


Legitimate power
 The
influence a leader
can exert as a result of
his or her expertise,
skills, or knowledge.
 The
power a leader
has as a result of his
or her position.

Coercive power
 The
power a leader
has to punish or
control.

Reward power
 The
power to give
positive benefits or
rewards.
Expert power

Referent power
 The
power of a leader
that arise because of a
person’s desirable
resources or admired
personal traits.
1–45
Developing Credibility and Trust

Credibility (of a Leader)
 The
assessment of a leader’s honesty, competence, and
ability to inspire by his or her followers

Trust
 The
belief of followers and others in the integrity,
character, and ability of a leader.
 Dimensions
of trust: integrity, competence, consistency,
loyalty, and openness.
 Trust
is related to increases in job performance,
organizational citizenship behaviors, job satisfaction,
and organization commitment.
Providing Online Leadership

Challenges of Online Leadership
 Communication
 Choosing
the right words, structure, tone, and style for
digital communications
 Performance
 Defining,
management
facilitating, and encouraging performance
 Trust
 Creating
a culture where trust among all participants is
expected, encouraged, and required,
Empowering Employees

Empowerment
 Involves
increasing the decision-making discretion of
workers such that teams can make key operating
decisions in develop budgets, scheduling workloads,
controlling inventories, and solving quality problems.
 Why
empower employees?
 Quicker
 Address
responses problems and faster decisions.
the problem of increased spans of control in
relieving managers to work on other problems.
Cross-Cultural Leadership

Universal Elements of
Effective Leadership
 Vision
 Foresight
 Providing
encouragement
 Trustworthiness
 Dynamism
 Positiveness
 Proactiveness
Gender Differences and Leadership

Research Findings
 Males
and females use different styles
 Women
tend to adopt a more democratic or
participative style unless in a male-dominated
job.
 Women
 Men
tend to use transformational leadership.
tend to use transactional leadership.
Heroic Leadership: Basics of
Leadership

Give people a reason to come to work.

Help them to develop a passion for their work



Instill in them a sense of commitment to their
colleagues
Develop their sense of responsibility to
customers
Be loyal to the organization’s people
Leadership Can Be Irrelevant

Substitutes for Leadership
 Follower
characteristics
 Experience,
training, professional orientation, or the need for
independence
 Job
characteristics
 Routine,
unambiguous, and satisfying jobs
 Organization
 Explicit
characteristics
formalized goals, rigid rules and procedures, or
cohesive work groups
1–53
Quantum Leadership
Quantum Leader Characteristics

Fluid

Flexible

Mobile

Reflects synthesis

Works from the whole

Coordinates the intersection
Leadership Honesty Vs Dishonesty
1–55
Honesty
Dishonesty
Direct
Secretive
Frank
Polarizing
Disclosing
Non Inclusive
Open
Exclusive
Vulnerable
Controlling
Exploratory
Selective
Discourse-friendly
Incomplete
What is a Team?
 Why work with a Team?
 Characteristics of a Successful Team Leader
 The Characteristics of an Effective Team
 Barriers to Effective Teams
 The “ORMING Model” for Developing an
Effective Team
 Team Building Activities
 Team Building Resources

58
What is a Team?
What the Dictionary says…

Two or more horses, oxen, or other animals
harnessed together to draw a vehicle, plow,
or the like.

A family of young animals, esp. ducks or
pigs.

A number of persons forming one of the
sides in a game or contest.
What is a Team?
What we say…
A team is a group organized to work
together to accomplish a set of
objectives that cannot be achieved
effectively by individuals.
60
“Never doubt that a small group of
thoughtful, committed people can change
the world. Indeed it is the only thing that
ever has.”
Margaret Mead
61
Why Work With a Team?

TEAM:
Together
Everyone
Achieves
More
Why Work With a Team?



Working in teams allows us to accomplish goals that
we cannot achieve alone
Team work can take advantage of the strengths of
its members
“Many hands make light work”
Characteristics of a Successful Team
Leader

Is a good communicator
Communicate
constantly.
Don't assume that people know what
you're doing, still less what you are
planning or thinking.
Make communication a two-way street.
Characteristics of a Successful Team
Leader

Is a motivator
Is
enthusiastic about their work or cause
and also about their role as leader.
People will respond more openly to a
person of passion and dedication.
Be a source of inspiration.
Characteristics of a Successful Team
Leader

Treats everyone equally
Diversity
must be valued as an asset.
The mix of people and skills is a key
element which gives the team it’s
synergy.
Respect all team members no matter
what their position is.
Characteristics of a Successful Team
Leader

Always works from a plan
Decide
upon the team’s goals and how to achieve
them.

Put the plan in writing. Estimate the amount of time it should take.
Use
these goals as guidelines in formulating the
plan.

Remember, the plan is only a beginning.
Put
the plan down on paper and refer to it
frequently.

Be prepared to adjust the plan if need be.
Characteristics of a Successful Team
Leader

Is a problem solver
 Define
the problem
 Come up with a strategy
 Ask what might happen if?
 Try it out!
 Was the problem solved?
Characteristics of a Successful Team
Leader

Listens and leads by example
Create
standards of excellence
Always take responsibility
Roll up your sleeves
Don’t be afraid to listen
The Characteristics of an Effective
Team.

Effective teams have members that:
 Contribute
ideas and offer solutions.
 Listen and share information.
 Have respect for each other’s viewpoints.
 Deal with conflict openly
 Share the responsibility for the team’s successes and
disappointments
Barriers to Effective Teams





Ineffective leadership
Poor strategic planning
Unclear goals
Personal agendas
Lack of recognition of individual contributions in a
team atmosphere
Breaking Down Barriers

Effective Leadership
 Listen
and lead by example
 Encourage and support the team
 Show commitment to the team’s goals
 Provide the attitude of success

Planning
 Always
work from a plan
 Review your plan regularly, revise if needed
Breaking Down Barriers

Clear goals
 Goals
should be in writing with everyone’s
agreement
 Never take your eye off your goals
 Never make decisions that go against your goal

Leave personal agendas outside
 Removes
“self” from the team
 Fosters cooperation and team work
 Keeps the team focused on team goals
Breaking Down Barriers

Recognize individual contributions in a team
atmosphere
 Allows
the members to feel responsible for the teams’
accomplishments
 Highlights each team members’ contribution
The ’ORMING Model
 Four Stages
 Forming
 Storming
 Norming
 Performing
Forming
Social behaviors as members get to know
each other
 Team members try to establish their role on
the team
 Uncertainty regarding purpose or direction,
and possibly anxiety
 Enthusiasm shown by some or all group
members

Storming
Conflict and competition emerge in the group
 Some group members show resistance to the
structure of the group; "camps" may emerge
 Some members may become overzealous
 Frustration may occur

Norming




Group starts to develop a common purpose and
spirit
Teamwork and a supportive atmosphere grows
The group begins establishing and achieving goals
Respect and trust grows among team members
Performing




Roles are clear, and group members begin "job
sharing" when needed
Group members see group potential better than
self potential
Group feels strong and confidence grows
Satisfaction emerges as group achieves high
performance
1–80
Team Building Activities
Team Building Activities

Why use team building activities?
 Helps
people get to know one another
 Helps people relax
 Energizes and motivates
 Creates a positive group atmosphere
 Helps people to “think outside the box”
Team Supporting Obesity Patient
Before and After Surgery ( Virtual Team)
Ophthalmologist
Internal Medicine
Specialist
ENT
Cardiologist
Nutritionist
Urologist
Diabetologist
Chiropractioner
Neurologist
Psychiatrist
GYOB
Surgeon
Rheumatologist
Gastroenterologist
Specialized
nursing
Hepatologist
Maissa Shawky, MD
Teams in in NICU
1–84
Intensivist
 Anesthetist
 Pediatrician
 Pediatric Surgeon
 Neonatologist
 Nurse
 Lab Tecnician

Clerk
 Social worker
 Engineer
 Porter
 Driver

Teams in Intensive Care
1–85








Cardiologist
Internist
Chest Specialist
Endocrinologist
Neurologist
Nurse
Rheumatologist
Lab Technician
Clerk
 Social worker
 Engineer
 Porter
 Driver

Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Effective Teams
Maissa Shawky, MD
Effective Teams
Maissa Shawky, MD
1–88
Applied Class
Team Building and Group Activities
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
1–89
Examples of Team Building Activities
(Any size group)

“Two Truths and a Lie”

People write down two truths about themselves and a lie.
They then share the three “facts” to the rest of the group who
tries to guess which one is a lie.
Examples of Team Building Activities
(Any size group)

“Back to Back Drawing

Have group divide into pairs and sit on back to back chairs.
Give one person a clipboard with a clean piece of paper.
Give the other part of the pair a picture or template of a
shape. The person with the picture has to get their partner
to draw an exact duplicate of the shape drawn on their
sheet using only verbal directions. Then compare the results.
Examples of Team Building Activities
(medium sized groups)

“Tarp Flip”
 Layout a tarp on the ground and have all team
members stand on it. While standing on top of a
completely open tarp, the group must create a plan
to get everyone on the opposite side of the tarp
without anyone stepping off.
Examples of Team Building Activities
(15 or more people)

“Categories”
 Ask everyone to stand up and walk around; explain
that you will announce a category and the
participants should quickly organize themselves into
a smaller group based on the category to which
they belong.
 Allow the smaller groups to mingle for a few
moments then start again. Continue until the group is
warmed up.

Examples of categories:
 What is your favorite season/ colors of clothes you wear?
 What is your star sign?
 How many siblings do you have?
Examples of Team Building Activities
(15 or more people)

“Look Up, Look Down”
 Everyone
stands facing each other in a circle.
 When the leader calls out “look down” everyone
looks down into the circle.
 When the leader calls out “look up” everyone looks
up and stares at one other person in the circle.
 If that person is looking at them both are out.
Continue until there are only one to two people left
Read The Following Text
I was txld xnce that teamwxrk depends xn the
perfxrmance xf every single member xn the
team. I had trxuble understanding it until I
was shxwn hxw the xffice typewriter perfxrms
when just xne key is xut xf xrder.
Read The Following Text
That xne key destrxys the effectiveness xf
the typewriter. Nxw I knxw that even
thxugh I am xnly xne persxn, I am needed
if the team is tx wxrk as a successful team
shxuld.
Thank You