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International University
Module: Leadership and Management
Introduction to Midwifery Management & Leadership
Long Leng, MD, MPH
25 December 2011
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Leadership
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What is leadership?
 Leadership is the art of motivating a group of people to
act towards achieving a common goal.
 Leadership is a process by which a person influences
others to accomplish an objective and directs the
organization in a way that makes it more cohesive and
coherent.
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Leadership styles
1. Authoritarian or autocratic
This style is used when leaders tell their employees what
they want done and how they want it accomplished,
without getting the advice of their followers.
Some of the appropriate conditions to use it is when you
have all the information to solve the problem, you are
short on time, and your employees are well motivated.
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Some people tend to think of this style as a vehicle for
yelling, using demeaning language, and leading by
threats and abusing their power. This is not the
authoritarian style, rather it is an abusive, unprofessional
style called “bossing people around.” It has no place in a
leader's repertoire.
The authoritarian style should normally only be used on
rare occasions. If you have the time and want to gain
more commitment and motivation from your employees,
then you should use the participative style.
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2. Participative or democratic
This style involves the leader including one or more employees in the
decision making process (determining what to do and how to do it).
However, the leader maintains the final decision making authority.
Using this style is not a sign of weakness, rather it is a sign of
strength that your employees will respect.
This is normally used when you have part of the information, and
your employees have other parts.
Note that a leader is not expected to know everything — this is why
you employ knowledgeable and skillful employees. Using this style is
of mutual benefit — it allows them to become part of the team and
allows you to make better decisions.
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3. Delegative or free reign/laissez faire
In this style, the leader allows the employees to make the decisions.
However, the leader is still responsible for the decisions that are
made.
This is used when employees are able to analyze the situation and
determine what needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate certain tasks.
This is not a style to use so that you can blame others when things
go wrong, rather this is a style to be used when you fully trust and
confidence in the people below you. Do not be afraid to use it,
however, use it wisely!
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Four factors of leadership
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Leader : You must have an honest understanding of:
Who you are,
What you know, and
What you can do. Also,
Note that it is the followers, not the leader or someone
else who determines if the leader is successful.
If they do not trust or lack confidence in their leader,
then they will be uninspired.
To be successful you have to convince your followers,
not yourself or your superiors, that you are worthy of
being followed.
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2. Followers
Different people require different styles of leadership.
 A new hire requires more supervision than an
experienced employee.
 A person who lacks motivation requires a different
approach than one with a high degree of motivation.
 You must know your people! A good understanding of
human nature, such as needs, emotions, and motivation.
 You must come to know your employees' be, know, and
do attributes.
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3. Communication
You lead through two-way communication. Much of it is
non-verbal.
For instance, when you “set the example,” that
communicates to your people that you would not ask
them to perform anything that you would not be willing to
do.
What and how you communicate either builds or harms
the relationship between you and your employees.
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4. Situation
All situations are different. What you do in one situation
will not always work in another. You must use your
judgment to decide the best course of action and the
leadership style needed for each situation.
For example, you may need to confront an employee for
inappropriate behavior, but if the confrontation is too late
or too early, too harsh or too weak, then the results may
prove ineffective.
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Boss or leader?
Although your position as a manager, supervisor, lead,
etc. gives you the authority to accomplish certain tasks
and objectives in the organization, this power does not
make you a leader, it simply makes you the boss.
Leadership differs in that it makes the followers want to
achieve high goals, rather than simply bossing people
around. Thus you get Assigned Leadership by your
position and you display Leadership by influencing
people to do great things.
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The two most important keys to effective leadership
1. Trust and confidence in top leadership was the single most
reliable predictor of employee satisfaction in an organization.
2. Effective communication by leadership in three critical areas
was the key to winning organizational trust and confidence:
 Helping employees understand the company's overall
business strategy.
 Helping employees understand how they contribute to
achieving key business objectives.
 Sharing information with employees on both how the
company is doing and how an employee's own division is
doing — relative to strategic business objectives.
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Principles of leadership
1. Know yourself and seek self-improvement - In order to
know yourself, you have to understand your be, know,
and do, attributes. Seeking self-improvement means
continually strengthening your attributes. This can be
accomplished through self-study, formal classes,
reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know
your job and have a solid familiarity with your
employees' tasks.
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3. Seek responsibility and take responsibility for your
actions - Search for ways to guide your organization to
new heights. And when things go wrong, they always do
sooner or later — do not blame others. Analyze the
situation, take corrective action, and move on to the next
challenge.
4. Make sound and timely decisions - Use good problem
solving, decision making, and planning tools.
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5. Set the example - Be a good role model for your
employees. They must not only hear what they are
expected to do, but also see.
6. Know your people and look out for their well-being Know human nature and the importance of sincerely
caring for your workers.
7. Keep your workers informed - Know how to
communicate with not only them, but also seniors and
other key people.
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8. Develop a sense of responsibility in your workers - Help
to develop good character traits that will help them carry
out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and
accomplished - Communication is the key to this
responsibility.
10. Train as a team - Although many so called leaders call
their organization, department, section, etc. a team; they
are not really teams...they are just a group of people
doing their jobs.
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11. Use the full capabilities of your organization - By
developing a team spirit, you will be able to employ your
organization, department, section, etc. to its fullest
capabilities.
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The process of great leadership
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The road to great leadership that is common to successful
leaders:
Challenge the process - First, find a process that you believe
needs to be improved the most.
Inspire a shared vision - Next, share your vision in words that
can be understood by your followers.
Enable others to act - Give them the tools and methods to
solve the problem.
Model the way - When the process gets tough, get your hands
dirty. A boss tells others what to do, a leader shows that it can
be done.
Encourage the heart - Share the glory with your followers'
hearts, while keeping the pains within your own.
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Management
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What is management?
Management is the process of getting activities
completed efficiently and effectively with and through
other people.
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Management functions
1.
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Planning
Planning is the process to accomplish these objectives.
It is a road map of improvement.
Planning should be realistic based and framework within
which a new strategy will be implemented.
Set Objective
Establishing strategy
Work-plan
Strategic plan
Budgeting
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2. Organizing
 Organizing is the act of arranging certain elements
following some rules.
 The entire role of organizing is to achieve the overall
completion of organization's objectives.
 It is obligatory to organize all kind of resources including
men, material, and money to make the optimum use in
achieving certain specialization.
 This specialization can be achieved through employing
different tasks to specific people who are specialists in
that area.
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3. Leading
 Create leadership
 Motivating
 Directing
 Coordinating
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4. Controlling
 Controlling is one of the foremost managerial functions
like planning and organizing but it is continuous, and can
be entrenched at any of hierarchy.
 It is very important for the management to check the
errors, own mistakes and then take the corrective action
 Monitoring
 Analyzing
 Reporting
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Level of Management
Top
Management
Middle Management
Lower Management
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The role of the top management
It consists of board of directors, chief executive or
managing director. The top management is the ultimate
source of authority and it manages goals and policies for
an enterprise. It devotes more time on planning and
coordinating functions.
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The role of the top management can be summarized as follows:
Top management lays down the objectives and broad policies of the
enterprise.
It issues necessary instructions for preparation of department
budgets, procedures, schedules etc.
It prepares strategic plans & policies for the enterprise.
It appoints the executive for middle level i.e. departmental
managers.
It controls & coordinates the activities of all the departments.
It is also responsible for maintaining a contact with the outside
world.
It provides guidance and direction.
The top management is also responsible towards the shareholders
for the performance of the enterprise.
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The role of the middle management
The branch managers and departmental managers
constitute middle level. They are responsible to the top
management for the functioning of their department.
They devote more time to organizational and directional
functions. In small organization, there is only one layer
of middle level of management but in big enterprises,
there may be senior and junior middle level
management.
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The role of the middle management can be summarized as follows:
They execute the plans of the organization in accordance with the
policies and directives of the top management.
They make plans for the sub-units of the organization.
They participate in employment & training of lower level management.
They interpret and explain policies from top level management to lower
level.
They are responsible for coordinating the activities within the division or
department.
It also sends important reports and other important data to top level
management.
They evaluate performance of junior managers.
They are also responsible for inspiring lower level managers towards
better performance.
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The role of the lower management
Lower level is also known as supervisory/operative level
of management. It consists of supervisors, foreman,
section officers, superintendent etc. Supervisory
management refers to those executives whose work has
to be largely with personal oversight and direction of
operative employees. In other words, they are
concerned with direction and controlling function of
management.
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The role of the lower management can be summarized as follows:
Assigning of jobs and tasks to various workers.
They guide and instruct workers for day to day activities.
They are responsible for the quality as well as quantity of production.
They are also entrusted with the responsibility of maintaining good relation in the
organization.
They communicate workers problems, suggestions, and recommendatory appeals
etc to the higher level and higher level goals and objectives to the workers.
They help to solve the grievances of the workers.
They supervise & guide the sub-ordinates.
They are responsible for providing training to the workers.
They arrange necessary materials, machines, tools etc for getting the things done.
They prepare periodical reports about the performance of the workers.
They ensure discipline in the enterprise.
They motivate workers.
They are the image builders of the enterprise because they are in direct contact with
the workers.
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Questions and Answers!
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