Challenging the process Inspiring a shared vision Enabling others to act

Challenging the process inspiring a shared vision

This preview shows page 30 - 33 out of 116 pages.

Challenging the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart Guidelines for becoming a transformational leader Develop a vision that is both clear and a clear vision will guide followers highly appealing to followers toward achieving organisational goals and make them feel good about doing Articulate a strategy for bringing the vision into reality State the best path towards achieving the mission Visions must not only be clear, but show confidence and optimism about the organizations future If a leader lacks confidence about the organizational vision and success, followers will not try very hard to achieve successful implementation of the organizational and country strategic plans and global health commitments. The leader needs to express confidence in followers’ capacity and followers must believe that they are capable of carry out the strategy Leaders need to build the confidence and capacity of followers by recognizing the groups and organizational early experiences of success Follower’s accomplishments toward the group and organizational goals will be motivated to continue working hard HSMU 128: Leadership For Health Systems Management Page 30
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Celebrate successes through formal or informal ceremonies; these are useful to building optimism and commitment Leaders take dramatic action to symbolize key visions reinforced by organisational values Leaders need to set an examples; actions speak louder than words We praise leaders too much when organizations succeed, and blame them too much when organizations fail Levels of Leadership • Level 1 – Highly Capable Individual – Makes productive contributions through talent, knowledge, skills, and good work habits • Level 2 – Contributing team member – contributes to the achievement of group objectives; works effectively with others in a group setting • Level 3 – Competent manager - organizes people and resources toward the effective and efficient pursuit of predetermined objectives • Level 4 – Effective leader - catalyses commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards • Level 5 – Executive - Builds enduring greatness through a paradoxical combination of personal humility plus professional will Level 5 leadership -People generally assume that transforming from good to great organizations’ requires charismatic, larger than-life leaders. Not the case in study of many successful health care organizations and companies. The level 5 leadership is an essential factor for taking a health care organisation from good to great, but it’s not the only one Sits on top of a hierarchy of capabilities Four other layers lie beneath it Each one is appropriate in its own right, but none with the power of Level 5 HSMU 128: Leadership For Health Systems Management Page 31
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We do not need to move sequentially through each level of the hierarchy to reach the top But to be a fully-fledged Level 5, we need the capabilities of all the lower
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