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Leadership
Department of Health Policy and Management
Jimma University

By: Bezawit B.(BSC, MPH/HSM)

12/04/2022
Outline
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 Basic concept of leadership

 Differentiating Management and Leadership
 Managing and leading practices
 Core Leadership Theories
 Styles of Leadership

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Objectives of the session
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 After completing this session students will be able

to:
 Define the basic concepts leadership
 Explain the differences between
management ,leadership and Governance
 Analyze the different leadership theories
 Describe various leadership styles
 Leading health team

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 Discussion points
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 How do you understand leadership?

 Whom do you consider as a leader? Why do you
consider he/she as leader?
 Are you a leader? What qualifies you as a leader?
 Is that the leader or manager is more important
for organizational success?
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 Definition
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 No single definition for leadership.

Leadership
 Is a continuous process through which an individual
attempts to intentionally influence another individual or a
group in order to accomplish a goal.
 Is not domination, but the art of persuading people to work
toward a common goal. Goleman and Daniel,1995.
 Is emanating from the self” personal mastery” and which
is based on taking a stand and commitment, produces
results.”

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 Definition
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 Management sciences for health (2006) defines:

Leadership
is Enabling Groups to Make Progress in Complex
Conditions.
is helping groups of people to identify their critical
challenges, and mobilizing them to learn and take effective
action.
is an activity that takes place at all levels, not a position of
authority.
is a set of practices, behaviors and values that enable
workgroups and organizations to face challenges and achieve
results.
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 Leadership at all levels
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 Leadership is needed in all sectors and at different

levels

 Political leadership (president, ministers,)

 Professional leadership (health professionals)

 Household and community level leadership

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 Leader

 Leaders are agents of change, persons whose acts affect

other people more than other people's acts affect them.”
 Is an individual in a team influencing group activities
towards goal formulation and achievement.
 A leader is someone who has a vision, and ability to see it
through to reality, while keeping everyone else concerned
on board.
Exercise To influence To achieve
leader leadership followers’ objectives
behavior behavior
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The process of leadership (Longest,etal,2000)
 Great leaders
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 We can think of great leaders who inspired millions

to challenge their existing conditions and to take
action.
 Gandhi, Nelson Mandela, mother Teresa, Abraham
Lincoln Etc…..

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 Great leaders
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 Great leaders who have changed history

Abraham Lincoln Vision
“ No man will be a slave.
Everyone man is
created equal.”
Initial reaction
“You are going to break
the nation apart!”
Price paid
His life

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 Mother Teresa
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Vision
“Care for the dying.”
Initial reaction
“You will die yourself!”
Price paid
Life of sacrifice

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 Mahatma Gandhi
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Vision
“An independent India”
Initial reaction
“ But that will never
happen!”
Price paid
His life

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 Nelson Mandela
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Vision
“A democratic South
Africa Free of
apartheid.”
Initial reaction
“You are crazy!”
Price paid
27 years in prison
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 Martin Luther King
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Vision
“I Have a Dream……’’

Initial reaction

‘These people have got to

be crazy’

Price paid
His life
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 Leadership skills

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• Visioning skill/ Strategic Planning

• Communication skill
• Negotiation skill
• Technical skill
• Conceptual skill
• Time management skill
• Team development skill

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 Myths of leadership
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1.Leadership exists only at the top of the organization:

 However, there are people at all levels in both the public
and private sectors who are leading their teams, large or
small, towards the realization of a specific vision.
 We call these people "managers who lead.“
2. A leader controls and directs: Leaders lead by
inspiring rather than ordering, by motivating people to
use their own initiatives and experience.

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 Differentiating Leadership, Management and
Governance
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 A manager is concerned with efficiency

 getting things done right, better and faster.

 Increasing productivity

 A leader is more concerned with effectiveness:

 Focus on the activities that supports the organization’s

overall purpose and mission.

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 Differentiating Leadership, Management
and Governance
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 Management is about systems, controls,

procedures, and policies—all of which create
structure—whereas leadership is about people.
 Leadership is about people and relationships

 Governance, in general, suggests the act of

controlling, influencing, or regulating a

person, action, or course of events

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Differentiating Leadership and Management
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leadership, management, and governance are

interdependent and reinforce each other.
All three interact in a balanced way to serve a
purpose and to achieve a desired result.
There is a clear overlap among the roles of leading,
managing, and governing.
Leaders are critical to the governing process.
Effective leadership is a prerequisite for effective
governance and effective management
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 Con’t…
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• Leaders need to know how to scan, focus,

align/mobilize, and inspire.
• Managers need to know how to plan,
organize, implement, and monitor and
evaluate.
• People who govern must know how to
cultivate accountability, engage stakeholders,
set shared direction, and steward resources.

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 Con’t…..
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 Managing the status quo are appropriate managerial behaviors

 Leaders are more concerned with innovation and creating new

processes for the future.

 A leader’s automatic response to a problem or mistake is to

consider ways to capitalize on the opportunity that the mistake

has created.

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 Differentiating
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Smart organizations value both leadership and management and

encourage personnel to develop their skills in both areas.
"managers who lead"
 Leading well፡ means enabling others to face challenges, achie

ve results, and create the positive future that people envision. 
 Managing well፡ means ensuring that sound strategies and 

approaches are in place and resources are used effectively.

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 Good Governance
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 Is a transparent decision-making process in

which the leadership of an organization, in an
effective and accountable way, directs
resources and exercises power on the basis of
shared values
 A sharing of decision making so that power

and resources do not accumulate in the hands

of one person or a single group

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 What do good leaders do?
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1. SCAN their environment for challenges and

opportunities
2. FOCUS their attention around the critical challenges
3. ALIGN and MOBILIZE their organizations to make
progress
4. INSPIRE those around them to learn and create effective
solutions

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 Leading and Managing at All Levels
Sustainable Performance
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Leading
 SCANNING
- Awareness of conditions
 FOCUSING
- Clarity of direction
 ALIGNING/MOBILIZING
- The whole is greater than
the sum of the parts: synergy
and complementarities
 INSPIRING
- A culture that encourages
commitment and creativity
Managing
 PLANNING
- Organization results defined and
resources assigned
 ORGANIZING
- Functional structures, systems, and
processes for efficient operations
 IMPLEMENTING
- Individuals at all levels are able to
carry out the organizational direction
 MONITORING & EVALUATING
- Improved information and
knowledge

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 Core Leadership Theories

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1.Trait theories – What type of person makes a good

leader?
2.Behavioral Theories – What does a good leader do?
3.Contingency theories – How does the situation influence
good leadership?

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 Trait Theories
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 The assumption of this theory is that leaders are born, not made.
 The theory attempts to determine a list of distinctive characteristics accounting
for effective leadership
 According to this theory, personal characteristics/traits, differentiate leaders
from the followers.
 These personality characteristics include:
 Dominance

 self-confidence

 physical characteristics (above-average height, medium weight,

appearance) 12/04/2022
 Behavioral Theories
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 Behavioral theories of leadership are based upon

the belief that great leaders are made, not born.
 Focus on how leaders behave. On the actions of
leaders.
 According to this theory, people can learn to
become leaders through teaching and observation.
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 Behavioral theory……
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• If leader behaviors explained leadership effectiveness

could be identified, then people could be taught how to be
leaders.
 Focus on

 Describing leadership behaviors

 Developing concepts and models of leadership styles (style =
combination of behaviors)
 Examining the relationship between leadership styles and
leadership effectiveness
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 a) Basic leadership styles
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 There are 5 different styles of leadership.

I. Autocratic
 Rely on authority granted by the organization as the basis for their
leadership
 Show little confidence or trust in their followers
 Traditional decision making
 make and announce decision
 Unilateral or exploitative techniques
 The role of subordinates is to carry out orders without an
opportunity to materially alter decisions made by the leader.
 Supervision and control is tight
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 Basic leadership styles…
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II. Consultative
 Consult followers about decisions but stops short of
permitting full participation
 The leader presents decisions but invites questions and
suggestions so that understanding and acceptance are
enhanced
 “sells decisions for ideas”
• Manager “sells” decision rather than tell, the manager need
to sell the decision there is a possibility of some resistance
from team members.
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 Basic leadership styles…
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III. Participatory
 Leader presents tentative decision for discussion
 Makes some changes on the decision based on the feed
backs of discussion.
 Makes greater use of participation and less use of authority
than autocratic and consultative styles.
 Encourages the acceptance of decisions and commitment to
subordinates
 Increased productivity and follower satisfaction

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 Basic leadership styles….
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IV Democratic
 Team building for consensus and full participation
 Manager
 presents problems ,
 Initiates open discussion,
 Defines limits and
 Asks the team to make communal decision
V . Laissez – faire
 Leader doesn’t interfere and participates in decisions with no more

influence than other members of the group

 Leader and follower roles are indistinguishable
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Tennenbaum and Schmidt's continuum of leader behavior

Continuum of leadership decision making styles

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 b) Managerial grid model
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• The Managerial Grid Model (1964) is a behavioral

leadership model developed by Robert Blake and
Jane Mouton.
• Uses two variables of leadership orientation
• “Concern for people” vertically and “concern for
production” horizontally
 Gives an infinite opportunity for adjusting leaders

behavior based on these two very important factors

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 Managerial grid model

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 Identified five distinct leadership styles:

 Team management
 Authority compliance
 Country club management
 Impoverished management
 Middle of the road (man ) management

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 Thus the managerial grid is a graphical

representation of different leadership styles that
manager adopts.
 Concern for people : means the degree to which
an individual is committed towards the goal
achievement, maintaining self esteem to workers
and satisfying interpersonal relationship.
 Concern for production: this is the degree to
which a leader emphasize concrete
objectives ,organizational efficiency and high
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 B) Managerial grid model

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 Managerial grid model…
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 Note: Five points are choose for the sake of discussion

(1, 1) Impoverished management
 Often referred as /Laissez-faire/ leadership

 Little concern for both people and productivity

 Avoids taking sides and stays out of conflicts

 Do just enough to get by

 Features: avoids taking sides and stays out of conflicts, does only

enough to preserve job and job seniority, gives little and enjoys little
 Implication: tries to stay in the same post for a long time

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 Managerial grid model…
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(9, 1) Production oriented (authority-compliance)

 Great concern for production and little concern for
people
 Tight control in order to get tasks done efficiently
 Consider creativity and human relation to be
unnecessary
 Features: tight control in order to get tasks done
consider creativity and human relation to be
unnecessary and human element minimum degree

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 Managerial grid model….
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(5, 5) Middle of the road management

 Medium concern for people and production
 Attempt to balance their concern for both but are not
committed to either
(1, 9) Country Club management
 Greater concern for people and little for production
 Try to avoid conflicts and concentrate on being well liked

 Task is less important than interpersonal relationship and

their goal is to keep people happy
Implication: friendly working atmosphere and satisfaction of
workers will increase production 12/04/2022
 Managerial grid model
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(9, 9) Team management (Task manager)

 Maximum concern for both people and production
 Considered to be ideal
 Work to motivate employees to reach their highest possible level
of accomplishment
 are flexible and responsive to change
 According to this model the Team leader (9,9) is the best in all situations
 The different styles can be applied based on prevailing condition
at spot time
 Leaders must adapt and change to fit the situation

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 Contingency theories
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This theory focused on specifying situations in which certain leader
styles would be particularly effective.
Identify leader styles that fit particular situations and improve

leader effectiveness by
• Changing leader styles to fit situations

• Selecting leaders whose styles fit particular situations.

•Moving leaders in organizations to situation that fit their styles or

•Changing situations to better fit leader styles

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 Contingency theories

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 In this model there are four categories of leader

behaviors:
1) Directive leadership
• Tells followers what to do and how to do it

• Requires that they follow rules and procedures

 Schedules and coordinates the work

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 Contingency theories
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2) Supportive leadership
 Friendly and approachable
 Exhibits consideration for the status, well-being
and needs of followers

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 Contingency theories
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3) Participative
 Consults followers
 Ask for opinions and suggestions and considers them

4) Achievement oriented
 Establishes changing goals for followers
 Expects excellent performance
 Exhibits confidence that they will meet expectations
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 Styles of leadership
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 Visionary leadership
 Shared vision and mission,
 Secures commitment to the followers
 Provide passion and focus for all programs.

 Collaborative leadership
 promotes common values, teamwork and alliances to find
joint solutions to problems
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 Styles of Leadership…
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 Charismatic
 Leader uses personal stature to attract followers and
influence them to move in a desired direction.

 Positional
 Leader uses power and authority of position.

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 Styles of leadership
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 Transformational
 Leader activates the motivation of followers by appealing
to their higher level needs, values and ideals.

 Transactional
 Leader makes deals, offering money, praise, recognition
or other rewards in exchange for compliance with his or
her wishes.
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 Styles of leadership
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 Contingency
 Leader adapts different approaches for different situations,
pragmatically using “ whatever gets the job done.”

 Servant
 Leader encourages and helps others achieve their own goals
by securing resources, removing obstacles and coaching or
mentoring them to improve effectiveness.

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 Styles of leadership
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  Laissez-Faire
 Gives the team members complete freedom to do their
work and set their own deadlines.
 Bureaucratic
 Bureaucratic leaders work "by the book"
 They follow rules and ensure that their people follow
procedures precisely.
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 Important Characteristics of Leadership
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 Goal Oriented
 Sees the bigger picture
 foresight and a sense of direction

 Enablement
 enableothers to develop their potential to the fullest
through coaching, mentoring
 Concern
 care about others
 Self-development
 “I can win attitude”
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 How to Lead a Health Team

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 The following are some of the techniques

1. Share and set objectives together-Participative
Decision Making
2. Motivation -It is crucial that the team leader
should understand what encourages people to
apply their knowledge and energy
3. Delegating authority and responsibility for
decision making
4. Use different styles of supervision

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 The 3 important roles of a Team Leader
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Initiator
 Beginning actions and processes that promote team
development and performance

Model
 Shaping behavior and performance that reflects the expectations
set for the team

Coach
 Serving as counselor, mentor and tutor to help team members
improve performance
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Thank you!!!!

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