Bài giảng Lãnh đạo (leadership) - PGS.TS. Lê Hoàng Ninh

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Dưới đây là bài giảng Lãnh đạo (leadership) do PGS.TS. Lê Hoàng Ninh biên soạn. Mời các bạn tham khảo bài giảng để hiểu rõ hơn về định nghĩa, chức năng của lãnh đạo; lãnh đạo của nhà quản lý và một số nội dung khác. Mời các bạn tham khảo bài giảng để nâng cao kỹ năng lãnh đạo của mình.

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Nội dung Text: Bài giảng Lãnh đạo (leadership) - PGS.TS. Lê Hoàng Ninh

LÃNH Ã ĐẠO ( LEADERSHIP) PGS, TS LÊ HOÀNG NINH VIỆN VỆ SINH Y TẾ CÔNG CỘNG
ĐỊNH NGHĨA Leadership is a word covering the human dimension of activities which initiate and foster the p process of change g Includes issues such as nature, cultivation of vision and values Understanding why change is needed, how it occurs,, the role of leadership p in managing and motivating change, importance of shared responsibilities
CHỨC NĂNG CỦA LÃNH ĐẠO 1. Conceptualizing/ Co ceptua g/ u understanding de sta d g vision so 2. Projecting/ communicating vision in own context 3. Initiating change/guiding change 4. Mobilizing commitment and support for change 5. Managing change- change-resolve conflicts and issues 6. Building of trust 7. Building ld sustainability sustainability- b l -developing d l others h 8. Confidence in one’s vision and oneself
Leadership in management Setting g goals g and objectives j Obtaining the commitment of others to reaching them Require not only the manager’s basic ability but in addition the capacity to motivate, motivate enthuse, enthuse energize them to work well and willingly towards goals in which they believe – “THE CAPACITY TO SECURE THE WILLING SUPPORT OF PEOPLE IN ACHIEVEMENT OF THE ORG.’S WORTHWHILE” Depend on the exercise of interpersonal influence The h proactive approach h : taking k responsible bl initiatives to change situaion and attitudes through the people is essence of leadership in management
Leadership responsibilities at different diff llevels l Different leadership functions evolve according to the leader position and nature of change sought Central level Intermediate I t di t llevell Community level
DEVELOPING A VISION Organizational O ga at o a vision: s o viewe o of future utu e which c leader has committed his energies and enthusiasm to achieving Vi i statements are important Vision i ?: ? simply i l and d clearly so that reflects the essence of what is required and is not diluted by various conditions and details Mission statement: what business are we in? Visions are derived from ?: analysis of the past, present and future
COMMUNICATING THE VISION For the people know that the org. org is trying to do they will be more likely to: – Work in team together in a spirit of cooperation – Set local and personal targets that relate to the vision – Handle conflict more constructively
COMMUNICATING THE VISION 1 1.Verbal communication Sender --------------------Æ --------------------Æ receiver Double messages filter a)) filters: p prejudices j ; attitudes;; expectations; p ; self image b)) Double message: g body,y tone, voice
COMMUNICATING THE VISION 2 Non 2. Non--verbal behaviors: Eyes, head and shoulder, mouth, body arms The most important aspects are: – Eye contact – Smile – Position of head – Bodyy p posture Empathy, trust, confidence…
LEADERSHIP AND MANAGEMENT G FRAMEWORK O 1. Adequate number of managers 2. Appropriate pp p competences: p ( K,, A,S , and behaviors) 3. Enabling working environment ( role, l responsibilities, ibiliti org. context t t and rule, supervision..) 4 Functional support system ( 4. manage money, staff, information supplies… pp
Ensuring adequate numbers A health manager: is someone who spends a substantial proportion of his/her time managing: – Volume and coverage g of service ( planning, g implementation and evaluation) – Resources : staff, budgets, drugs, equipments, buildings information buildings, – External relation and partners including service users “ when we talk about manager, manager it is like a hat which fits all the heads”
Appropriate competences “ we h have llearnedd th the expensive i way that training on its own does not solve l managementt problemsbl “
Functional critical support system The e main a suppo supportt system syste aare: e – Planning – Financial management – Information/monitoring – Human resource management – Management: stock, stock assets ( drugs drugs, building building, vehicles, vehicles equipment “ health centers in one country had to record 11 f ll sheets full h off data d every working ki day. d This Thi tookk on staff member who had other clinical tasks up to 8 hours a day “
Creating an enabling working environment i The immediate working environment ( within health sector) The wider working environment The broad cultural, political and economic context t t “ We can’t wait until we have a perfect world to do something g“
GOOD PRACTICE PRINCIPLES FOR LEADERSHIP S AND MANAGEMENT G Health outcomes Evidence based Aligned Ali d Long term Transformational Harmonized