LEADERSHIP
description
Transcript of LEADERSHIP
![Page 1: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/1.jpg)
LEADERSHIP
William A. Peck, M.D.Director, Center for Health Policy
Alan A. and Edith L. Wolff Distinguished Professor of MedicineFormer Dean, School of Medicine, Washington University in St. Louis
1/15/14; Pediatric Leadership Dev., St. Louis Children’s Hospital
![Page 2: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/2.jpg)
“Strength and
wisdom are not
opposing values.”
1/15/2014 2
![Page 3: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/3.jpg)
“I am extraordinarily patient – provided I get my own way in the end!”
1/15/2014 3
![Page 4: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/4.jpg)
LEADERSHIP
The single most important determinant in the success of virtually any entity.
1/15/2014 4
![Page 5: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/5.jpg)
Leader/Manager (overlapping)
• Coach/Quarterback
• Future/Present
• Do the right thing/Do things right
• Plan, engage, launch/implement
1/15/2014 5
![Page 6: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/6.jpg)
The “Process” Elements of Leadership – A Checklist (assuming the vision)
• Lead by example
• Listen aggressively
• Communicate purpose and meaning
• Create a climate of trust
1/15/2014 6
![Page 7: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/7.jpg)
The “Process” Elements of Leadership – A
Checklist• Take calculated risks
• Stretch the boundaries of standard procedure
• Build up your people
• Improve their quality of life
1/15/2014 7
![Page 8: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/8.jpg)
The “Process” Elements of Leadership – A
Checklist
• Generate unity
• Facilitate
1/15/2014 8
![Page 9: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/9.jpg)
Contributing Principles – YOU!
• Character, persona and process (given intelligence, “expertise”, desire).
o Character – honesty, ethics, values
o Persona – fundamentally, who you are
o Process – how you behave
1/15/2014 9
![Page 10: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/10.jpg)
Lessons from the Top
The Search for America’s Best Business Leaders (1999)
Edited by Thomas Neff and James Citrin (Spencer Stuart leaders)
1/15/2014 10
![Page 11: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/11.jpg)
Self-Awareness:
• Perceptions and Assessments of You (by you and by others):
o Do you take time for self-reflection? Are you honest?
o Who are you when you are at your best AND worst?
o What fires you up?
1/15/2014 11
![Page 12: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/12.jpg)
Self-Awareness:
o Do you believe that you can improve your leadership skills?
o Are you aware of resources to assist you?
1/15/2014 12
![Page 13: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/13.jpg)
1/15/2014 13
The Q’s
Dominant, Warm
Q4
Submissive, Warm
Q3
Dominant, Hostile
Q1
Submissive,Hostile
Q2
Courtesy of Psychological Associates
![Page 14: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/14.jpg)
Assessing Leadership
• Qualities ex ante
• Process
• Progress
• Results ex post
1/15/2014 14
![Page 15: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/15.jpg)
What causes leadership failure?
• Unawareness of self
• Externals
• Misfits
• Character
• Incompetence
1/15/201415
![Page 16: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/16.jpg)
Resources for Leadership Enhancement:
• Self
• Family
• Friends
• Peers
• Reports (by example or counseling)
• Employees
• The literature
• Objective assessment and coaching
1/15/2014 16
![Page 17: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/17.jpg)
Bonuses:
Supportive external and
internal uncontrollabl
es
Supportive significant
other
Sense of humor Luck!
1/15/2014 17
![Page 18: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/18.jpg)
Successful leaders delegate effectively
1/15/2014 18
![Page 19: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/19.jpg)
The “pitfalls” of delegation:
• Misjudging capacity, motivation – picking the wrong person
• Making vague, ambiguous requests
• Asking for results you do not want or need
1/15/2014 19
![Page 20: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/20.jpg)
The “pitfalls” of delegation:
• Abandoning the delegate – hoping they will do a good job on their own
• De-motivating by failing to yield enough control
1/15/2014 20
![Page 21: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/21.jpg)
New Ballgame!• Resource limitations;
• Public trust;
• Mobility;
• Communication expansion1/15/2014 21
![Page 22: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/22.jpg)
ISSUES
Academic vs. business components –institution, department and division.
The dominant goal – academic success. (Must succeed economically.)
1/15/2014 22
![Page 23: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/23.jpg)
ISSUES
Lengthy “activity” cycle – quarters vs. years.
Leaders may have existential leadership experiences, lack general “leadership” experience/training at all levels.
Not often subject to in-depth assessment ex ante nor ex post.
1/15/2014 23
![Page 24: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/24.jpg)
ISSUES
“Vertical” department structure.
The faculty as “independent contractors” – often with tenure or quasi tenure – and academic freedom.
1/15/2014 24
![Page 25: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/25.jpg)
ISSUES
Marked range of personality structures among faculty.
Huge external resource dependence.
1/15/2014 25
![Page 26: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/26.jpg)
Practical Qualities:Contribute to, enjoy and reward others’ successes.
Open door – walk around!
Communicate openly, seek advice and criticism.
Provide coaching for junior people.
Priority: Family, significant others.
1/15/2014 26
![Page 27: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/27.jpg)
Patrick Lensioni’s Model: 5 Dysfunctions of
a Team
Inattention to RESULTS
Avoidance of ACCOUNTABILITY
Lack ofCOMMITMENT
Fear ofCONFLICT
Absence ofTRUST
1/15/2014 27
![Page 28: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/28.jpg)
Results: Strong teams never lose focus on results
Results
1/15/2014 28
Teams that trust one another:
• Engage in conflict;
• Commit to decisions;
• Hold one another accountable
• Will likely set aside their individual needs and agendas and focus almost exclusively on what is best for the team and its results
![Page 29: LEADERSHIP](https://reader036.fdocuments.net/reader036/viewer/2022081603/56815c5e550346895dca6337/html5/thumbnails/29.jpg)
References:Linda L. Martin and David D. Mutchler. Fail-Safe Leadership, Delta Books, 2006.
1/15/2014 29