L L Leadership in Leadership in d d hi hi i i Academic Practice Administration Academic Practice Administration Academic Practice Administration Academic Practice Administration Dermatology Academic Administrators Group Association of Professors of Dermatology Association of Professors of Dermatology Chicago 9/14/12 Christy Harris Lemak, PhD FACHE Associate Professor, Health Management and Policy , g y Director, Griffith Leadership Center School of Public Health, University of Michigan Chief Academic Officer, National Center for Healthcare Leadership , p
Why Leadership? Why Leadership? The problems that exist in the world today cannot be solved by world today cannot be solved by the level of thinking that created them. -Albert Einstein Albert Einstein 2
Two (Related) Concepts Two (Related) Concepts Leader Leader Leader Leader Leadership Leadership Leadership Leadership Development Development 3
Leadership Opportunities for A Academic Administrators d i Ad i i Leadership Development – Supporting the Chair pp g – Strengthening Other Faculty Leaders – Mentoring and developing other managers – Building and sustaining culture – Navigating and negotiating with variety of internal and external stakeholders Leader Development – Becoming more effective in all of the above 4
Unique Challenges in Academic Medicine A d i M di i Research Faculty y Physician Faculty Physician Faculty Clinic Leaders Clinic Leaders and Staff College/University Hospital Leaders p Leaders Leaders 5
Topics for Today Topics for Today 1 What is leadership? 1. What is leadership? 2. What do leaders do? 3. How can you be more effective as a leader? 4. How can you strengthen leadership in your p y department? 6
7 What is leadership? What is leadership?
A Leader Is A Leader Is…. ….one who manifests direction, ….one who manifests direction, integrity, hardiness, and courage in a consistent pattern of behavior that consistent pattern of behavior that inspires trust, motivation, and responsibility on the part of followers responsibility on the part of followers who in turn become leaders themselves. themselves. - Warren Bennis 8
What do People Want p from a Leader? • Direction and meaning (Forward-Thinking ) • Trust (Honest) ( ) • A sense of hope and optimism (Inspiring) • Results (Competent) • Results (Competent) 9
2 Types of Leadership yp p Transformational Transactional • Strong interpersonal • Influence others by means of identification with leader a transaction • Inspire, energize, intellectually Inspire, energize, intellectually • • Contributions of each party Contributions of each party stimulate employees are recognized • Individual consideration for • Identify specific actions for employee’s needs success success • Influences to perform beyond • Help followers develop expectations confidence needed • Looks beyond own self-interest • S lf I t Self Interest = Key t K • Defined shared values and f beliefs • Hierarchy • PERSONAL & • COMMODITY DRIVEN INTELLECTUAL CAPITAL INTELLECTUAL CAPITAL DRIVEN
Level 5 Leadership F From Collins (“Good to Great”) C lli (“G d t G t”) Intense Professional Will Deep Personal Humility Deep Personal Humility • Demonstrates a compelling • Creates superb results, a clear modesty, shunning public catalyst in the transition from adulation, never boastful. adulation, never boastful. good to great good to great. • Acts with quiet, calm • Demonstrates an unwavering determination; relies principally resolve to do whatever must on inspired standards, not on inspired standards, not be done to produce the best be done to produce the best inspiring charisma, to motivate. long-term results, no matter how difficult. • Channels ambition into the company, not the self; sets up company, not the self; sets up • Sets the standard of building Sets the standard of building successors for even more an enduring great company, greatness in the next will settle for nothing less. generation. g
Look out the window Look out the window to to apportion credit for success apportion credit for success of the group of the group – – to other to other people, external factors, and people, external factors, and people, external factors, and people, external factors, and good luck good luck Look Look in the mirror Look in the mirror Look in the mirror to in the mirror to to to apportion responsibility for apportion responsibility for poor results poor results - - never blame never blame other people external other people external other people, external other people, external factors, or bad luck factors, or bad luck 12
13 What do Leaders do? What do Leaders do?
Management vs Leadership Management vs. Leadership Management Management Leadership Leadership • coping w/complexity • coping w/change • planning & budgeting • setting a direction • organizing & staffing • organizing & staffing • aligning people • aligning people • controlling & problem • motivating & inspiring solving solving
The 5 Practices & 10 Commitments of Leadership 10 C it t f L d hi 10 Commitments 10 Commitments 5 Practices 5 Practices Clarify values Clarify values Model the Way Model the Way Set the example Set the example Envision the future Envision the future Envision the future Envision the future Inspire a Shared Vision Inspire a Shared Vision Enlist others in a common vision Enlist others in a common vision Search for opportunities Search for opportunities Challenge the Process Challenge the Process Challenge the Process Challenge the Process E Experiment and take risks Experiment and take risks E i i t t d t k d t k i k i k Foster collaboration Foster collaboration Enable Others to Act Enable Others to Act Strengthen others Strengthen others Recognize contributions Recognize contributions Encourage the Heart Encourage the Heart Celebrate values and victories Celebrate values and victories Kouzes and Posner: The Leadership Challenge 15
How Employees Feel & Behave When Their Immediate Manager Has…. Th i I di t M H High Credibility High Credibility Low Credibility Low Credibility • Proud to tell others they’re • Produce only if they’re watched carefully p part of the org g • Be motivated primarily by $ • Strong sense of team spirit • Say good things about the org • See own personal values in public, but bad things in in public but bad things in consistent w/org values i t t / l private • Feel attached and • Consider looking for another committed committed job if problems arise job if problems arise • Have a sense of ownership • Feel unsupported and unappreciated
Leaders Inspire a Shared Vision Leaders Inspire a Shared Vision • Envision the future • Enlist others by appealing to common aspirations aspirations • Help employees connect the dots It is vision It is vision ‐‐ ‐‐ and the leaders who can articulate that and the leaders who can articulate that vision vision ‐‐ ‐‐ that helps people in the organization that helps people in the organization accept uncertainty. accept uncertainty. Vision substitutes for fear Vision substitutes for fear (of (of the unknown) and gives people the confidence to the unknown) and gives people the confidence to say “I have a dream, and I want to be part of it.” say “I have a dream, and I want to be part of it.” Rosabeth Moss Kanter Rosabeth Moss Kanter 17
To Enlist Others , the Sense of Meaning M Must Come From Within t C F Withi External External Motivation Motivation Internal Internal Motivation Motivation Tangible Reward or Tangible Reward or Internal Desire Internal Desire Punishment Punishment Forced Forced Want to Want to Please others Please others Please self Please self Compliance or defiance Compliance or defiance Far Superior Results Far Superior Results Stop trying after reward: “Stop Stop trying after reward: “Stop Keep trying even if no extrinsic Keep trying even if no extrinsic the pay & stop the play” the pay & stop the play” the pay & stop the play” the pay & stop the play” reward reward reward reward Often linked to fame and Often linked to fame and Often linked to making a Often linked to making a fortune fortune difference in the world difference in the world Need to discover “the what”
Leaders Challenge the Process Leaders Challenge the Process • Search for Opportunities Search for Opportunities • Experiment and Take Risks 19
Leaders Enable Others to Act Leaders Enable Others to Act • Foster Collaboration • Strengthen Others The task of leadership is not to put greatness into people but to elicit it greatness into people, but to elicit it, for the greatness is there already. – John Buchan John Buchan 20
Encourage Initiative Encourage Initiative • Build self-efficacy in others: Build self efficacy in others: – Capable of taking action in a specific situation – Give people the chance to gain mastery one Give people the chance to gain mastery one step at a time – Mental simulation Mental simulation – Setting goals that are incrementally higher – Saying I KNOW YOU CAN DO IT Saying I KNOW YOU CAN DO IT 21
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