What is
Shared
Leadership?
A dynamic,
interactive
influencing
process among
individuals in
groups
Self-leadership :
feeling confident to
contribute and act
Leadership is not
restricted to
those who hold
designated
leadership roles
Emphasises
teamwork and
collaboration;
objective is to
lead one another
to achieve group
goals
Acts of
leadership can
come from any
individual in the
organisation, as
appropriate, at
different times
There is a
collective shared
responsibility for
success of the
organisation and
its services
Pearce and Conger
What is Leadership?
“A process whereby an individual
influences a group of individuals to
achieve a common goal”
Peter 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.
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
Stage 1
Stage 2 Whole service/Across teams
Stage 3 Across services/Wider
organisation
Stage 4 Whole organisation/Wider
healthcare system
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.
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
1McBain, R., Ghobadian, A., Switzer, J., Wilton, P., Woodman, P. and Pearson, G. (2012) The Business Benefits of
seek.
Management and Leadership Development. London: Chartered Management Institute
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