Leadership

University of Sri jayawardene Pura

MD DHANUSHKA HEWAWASAM
BA IN PSY(PERA),MSC IN PSY(UK),Diploma in psychology & counselling
Who is a leader?

"a person who influences a group of people towards the achievement of a goal".
 Definition

“Leadership is a function of knowing yourself, having a

vision that is well communicated, building trust among
colleagues, and taking effective action to realize your
own leadership potential."
Prof. Warren Bennis
Interpersonal Effectiveness

Interpersonal effectiveness is the capability of an individual to do this,

influence others, competently.
Leadership is a direct function of three elements of interpersonal
effectiveness
 Awareness
 Ability
 Commitment
Interpersonal Effectiveness
 1. Awareness

Awareness is a state of consciousness.

It is the ability to recognize yourself, others, events and situations in real time.
It is the ability to assess the impact of actions on situations and others, and be
critically self-reflective.
It is a development process that is a function of experience, communication, self
discovery and feedback.
 2. Ability

Ability to learn and understand technical issues is the basis of our careers.
Ability to lead is a function of influence:
 Ability to communicate
 Ability to resolve conflicts
 Ability to solve problems and make decisions
As a member of a team, we influence others in a collaborative effort to find
better ideas or solve problems.
3. Commitment

For leaders, the “one thing” that leads to maturity is the fully aware
recognition that one’s decisions make a difference, both positively
and negatively, in the lives of others, and that any attempt to solve a
problem might have a decided negative impact on some, while
helping others.
In no-win scenarios, one must still make a hard decision.
 Nature of 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
 Stages of leadership development

Stage 1 Own practice/Immediate team

Stage 2 Whole service/Across teams

Stage 3 Across services/Wider organisation

Stage 4 Whole organisation/Wider healthcare

system
Theories of Leadership

 Great Man Theories

 Trait Theories
 Behavioural Theories
 Contingency Theories
 Transformational Theories
 Invitational Theories
 Transactional Theories
01.Great Man Theories

Leaders are exceptional people, born with innate qualities, destined to

lead
Term 'man' was intentional - concept was primarily male, military and
Western
02.Trait Theories

Leaders are made with a combination of particular traits. Specifically it

requires to testify the available and suitable traits to become a leader
Research on traits or qualities associated with leadership are numerous
Attributes of a Leader

 Guiding vision
 Passion
 Integrity
 Honesty
 Trust
 Curiosity
 Risk
 Dedication
 Charisma
 03. Behavioural Theories

Imply that leaders can be trained – focus on the way of doing things
Structure based behavioural theories – focus on the leader instituting
structures – task orientated
Relationship based behavioural theories – focus on the development and
maintenance of relationships – process orientated
03. Contingency Theories

Leadership as being more flexible – different leadership styles used at

different times depending on the circumstance
Suggests leadership is not a fixed series of characteristics that can be
transposed into different contexts
 Situational/contingency Leadership (Hersey-Blanchard, 1970/80)
Leadership style changes according to the 'situation‘ and in response to the
individuals being managed – their competency and motivation

Competency Low competence Some competence High competence High competence

Low commitment/ Variable Variable High commitment/

Motivation Unable and commitment/ commitment/ Able Able and willing or
unwilling or Unable but willing but unwilling or motivated
insecure or motivated insecure

Leadership style DIRECTIVE COACHING SUPPORTIVE DELEGATORY

(Telling) (Selling) (Participating) (Observing)
04. Transformational Theories (Bass and Avolio, 1994)

Making Widespread changes to a business or organisation as per the

way a leader can manage it
 Requires:
 Long term strategic planning
 Clear objectives
 Clear vision
 Leading by example – walk the walk
 Efficiency of systems and processes
The end objectives of transformational leaders

 Leaders inspire individuals, develop trust, and encourage creativity and

personal growth

 Individuals develop a sense of purpose to benefit the group, organisation or

society. This goes beyond their own self-interests and an exchange of rewards
or recognition for effort or loyalty
 05. Invitational Theories

Improving the atmosphere and message sent out by the organisation

Focus on reducing negative messages
sent out through the everyday actions of the business both externally and,
crucially, internally
Review internal processes to reduce these
Build relationships and sense of belonging and identity with the organisation –
that gets communicated to customers, etc
06.Transactional Theories

 Focus on the management of the organisation

 Focus on procedures and efficiency
 Focus on working to rules and contracts
 Managing current issues and problems
Types of Leaders

1. Autocratic
2. Democratic
3. Laissez-Faire
4. Paternalistic
01. Autocratic type

 Leader makes decisions without reference to anyone else

 High degree of dependency on the leader
 Can create de-motivation and alienation
of staff
 May be valuable in some types of business where decisions need
to be made quickly and decisively
2. Democratic type

 Encourages decision making

from different perspectives – leadership may be
emphasised throughout
the organisation
 Consultative: process of consultation before decisions are taken
 Persuasive: Leader takes decision and seeks to persuade others
that the decision
is correct
 3. Laissez-Faire type
 ‘Let it be’ – the leadership responsibilities
are shared by all
 Can be very useful in businesses
where creative ideas are important
 Can be highly motivational,
as people have control over their working life
 Can make coordination and decision making
time-consuming and lacking in overall direction
 Relies on good team work
 Relies on good interpersonal relations
4. Paternalistic type

 Leader acts as a ‘father figure’

 Paternalistic leader makes decision but may consult
 Believes in the need to support staff
Factors Affecting leadership

 Followers
 Risks
 Culture
 Task and nature
 1. Followers

 Different people require different styles of leadership.

 The fundamental starting point is having a good understanding of human
nature, such as needs, emotions, and motivation
 Have be, know, and do attributes.
 2. Risks

decision making and change initiatives based on degree of risk involved

All situations are different. What you do in one situation will not always work
in another. You must use your judgment to decide the best course of action and
the leadership style needed for each situation.
3. Culture

may be long embedded and difficult to change

4. Task and nature

needing cooperation? Direction? Structure?

 Key Team Leader Responsibilities

1. Guide/coordinate team members – encourage teamwork and motivate

individuals

2. Provide structure for team – set mission and purpose, clarify roles and
responsibilities, allocate tasks and set objectives

3. Clarify working methods, practises and protocol

4. Focus on performance – anticipate challenges, monitor performance, delegate

and provide CPD support
Leadership Strategies
Change Leadership

 Leaders need to be aware of how change impacts on workers:

 Series of self-esteem states identified by Adams et al and cited by
Garrett
 Change Leadership
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Inspiring Leaders

 Ignite Your Enthusiasm.

 Navigate a course of action.
 SELL THE BENEFITS
 PAINT A PICTURE
 INVITE PARTICIPATION
 RENIFORCE OPTIMISM
Leader vs Manager

Leader 1. A person who is followed by others.

Manager 1. A person controlling or administering a business or a part

of a business. 2. A person regarded in
terms of skill in household or financial or other management.
Leadership & manager

 Leadership - Leadership is the ability to develop a vision that

motivates others to move with a passion toward a common goal
 Management - Management is the ability to organize resources and
coordinate the execution of tasks necessary to reach a goal in a
timely and cost effective manner
 Leader vs Manager
Leaders:
Do the right thing

Manager:
Do things right
 Leadership & Management Skills
Leadership – soft skills
 Communications
 Motivation
 Stress Management
 Team Building
 Change Management
Management – hard skills
 Scheduling
 Staffing
 Activity Analysis
 Project Controls
 Recipe for Being a Leader
 Think great thoughts. Small thinking is why
companies go broke
 Turn disasters into opportunities. Turn every obstacle
into a personal triumph
 Determine your "real" goals then strive to achieve
them
 When you want to tell someone something important,
do it personally
 Don’t be afraid to get your hands dirty doing what you
ask others to do. Make coffee
Thank you