How to Succeed as a Leader
Ruth Chambers, Kay Mohanna, Richard Jones, David Wall
- 128 pages
- English
- ePUB (adapté aux mobiles)
- Disponible sur iOS et Android
How to Succeed as a Leader
Ruth Chambers, Kay Mohanna, Richard Jones, David Wall
Ă propos de ce livre
This work includes Foreword by David Nicholson - Chief Executive, National Health Service of England. In the past, there has been too little emphasis and investment made in developing leaders in healthcare. People have become leaders without being prepared or trained or supported in the role. Individuals need to understand the context, the concept and models of good leadership, the practical steps to becoming a good leader, and how to sustain the various components of a well functioning and effective organisation, whether that is a large NHS trust or hospital department, a clinical group or practice team. This guide has been written by a range of writers from organisational consultancy and NHS backgrounds who are all experienced in developing and supporting leaders, planning and providing education, and change management. It is specially designed for independent learning, with answers to frequently asked questions, self-assessment exercises and helpful tips. "How to Succeed as a Leader" is ideal for all healthcare professionals in (or aspiring to) leadership roles. It also provides inspiration for academics and workplace educators, managers and leaders in government, strategic health authorities and workforce deaneries. 'There is constant reorganisation and a changing culture in our health service. Good leadership is essential to address the changes required and take others with you so that the service can function effectively. There has been an amateurish approach to leadership in the NHS in the past, where people have become leaders without being prepared or trained for the role or supported in it. This book is all about presenting you with a practical approach to becoming a competent leader, to prepare you to lead in a positive way and realise your responsibilities as a leader.' From the Preface.
Foire aux questions
Informations
Chapter 1
About leadership
Introduction
Leadership: what do we know?
- as individuals we can all make a contribution as leaders in different ways
- when reading the many descriptions of leadership it is entirely legitimate to choose a model that fits with your own personal make-up or chosen model of leadership. No proposed model is right. But elements can be adapted and grafted onto others to offer you an approach to being a leader that is comfortable and compatible with your own individual resources.
- although the language of competency frameworks often looks different there is frequently a great deal of underlying overlap in what competencies are being described
- even when particular competencies seem to be demanding, they are accessible to the individual and offer the prospect of being acquired through appropriate training and development opportunities.
- it is fundamentally about influencing others
- each individual can make a contribution as a leader in an enormous variety of ways based on their personal attributes and the style adopted
- the setting, context and nature of the people being influenced make a great difference to what is classed as effective leadership.5
Top tips
- Be aware of the context in which you exercise leadership â its history and values.
- Understand the task so that it is apparent what type of leadership might be needed and should work best.
- Develop your own self-awareness so that you can build on your strengths, and develop a style that suits you.
- The best leaders can adapt their leadership style to the needs of the situation.
- Leadership can be offered at all sorts of levels in the organisation and there is a need to create room for both individuals and the organisation to flourish.
- Leading is a complex matter, so recognise the contributions made by those around you.
- Recognise and encourage talent. To do so should not be a threat but will make you a better leader.
- Be clear about your focus and what you are trying to achieve as a leader.
- Be willing to communicate to others what is happening and how you are going to do it over and over again.
- Get feedback from others as to the leadership style that you commonly use â how well it seems to work in your everyday work and leadership roles. This might be informal feedback or structured from a multisource feedback exercise (see Chapter 3).
- Become familiar with the various approaches to leadership â read all about them and reflect on what suits you and your circumstances.2,3,4,5
- Try to protect time for your development as a leader. Be strict with yourself about prioritising your learning in the midst of all your other commitments and pressures. Negotiate with your employers or colleagues for time out, and funding for pursuing training activities.
Frequently asked questions and answers
Interactive exercise: compare yourself with effective leaders
- three examples of leadership behaviour that you have experienced that you believe made a difference to the outcome in a particular situation. Make sure the list is of behaviours, not personal characteristics
- identify three people who you believe have leadership capacity. Describe what it is about them that defines them as leaders.