1.
Leadership and management
Out lines.
 Introduction
 Definition of leadership
 Leadership elements
 Types of leadership
 Leadership styles.
 The Characteristics of a Good Leader
 Concept of Management
 Management process.
 Management principles.
 Role of manager.
 Differences between leadership and management
Introduction
Management and leadership are important for the
delivery of good health services. ... Leaders will have a
vision of what can be achieved and then communicate
this to others and evolve strategies for realizing the
vision. They motivate people and are able to negotiate
for resources and other support to achieve their goals.

2.
Definition of Leadership
• Is the interpersonal influence in which one individual
(leader) guidance, directs, and stimulates positive
response in a group member (follower) to achieve a
desired objective.
Elements of leadership:
Followers
 A leader cannot be a leader without followers;
followers contribute to the success or failure of the
leader. A person with excellent leadership skills
will fail miserably if members of the group are not
good followers
Leader:
 Leader must have honest understanding of who he is?
What he knows and what he can do? It should be
noted that the followers, not the leader who
determine if a leader is successful or not. If
followers do not trust or have lack confidence in
their leader, they will be uninspired. To be
successful, a leader should convince his/her followers,
not himself/herself or his/her superiors.
Communication:
• Leaders can lead through two-ways communication.
Most of it is the non-verbal communication. What and
how leader communicate either builds or harms the

3.
leadership between himself/herself and his/her
followers
Situation
• All are different, what leader does in one situation
will not always work in another. Leader must use his
judgment to decide the best course of action and the
leadership style needed for each situation
The Goals
 Organizations have goals, and individuals working in
organizations have goals. There may be or may not be
congruent
 SO there is must be harmony between Organizations
goals and individuals working in organizations goals
Types of leadership
Formal Leadership
Formal leadership is where a person is officially
designated as the leader of a group. Examples of
this kind of leadership are a teacher at a school,
the captain of a sporting team and the head of a
department. It's the formal leader’s job to organize
the available resources, work out the logistics and
motivate the members of the team to carry out their
tasks to the best of their abilities.
Informal Leadership
An informal leader is a person who's not officially
appointed as the head of a group. However, the
other members look to him for motivation and

4.
inspiration. Though the CEO chief executive
officer .is the formal leader of a company, the
employees may look up to a colleague who, they
believe, shares their goals and visions and has
some knowledge or experience that will help them
realize their goals. Although these leaders are not in
a formal position of leadership, they are recognized
as leaders by their peers.
Leadership styles:
leadership style is a leader's method of providing
direction, implementing plans, and motivating people.
Here are the most common leadership styles:
1. Coaching Leadership. .is a collaborative,
individualised relationship between a leader and
the coach — the leader could well be an
executive, manager, supervisor, team leader or
business owner for example — anyone in charge
or responsible for a group of people.
Coaching for leaders however, tends to fall into
two main categories:
(1) Developmental Coaching
(2) Coaching to Resolve Problems or Risks
Developmental coaching
is about improving skills and knowledge,
providing frameworks for effective work-life
balance as well as developing sound emotional

5.
intelligences which area all oriented towards
good leadership. At an interpersonal level, the
coach can support a leader in a new role and
help teams set the bar for excellence in
behaviour. At an organisational level, coaches
can support the succession planning process
by helping people realise their potential as well
as help fast-track the “rising stars” or those
leading transformational change.
2. Coaching to resolve problems or risks
is about helping to prevent career derailment or
helping to reduce stress or other emotional
factors that might get in the way of effective
performance. It might also involve reducing
conflict between team members or helping to
resolve issues with company politics.
2_Visionary Leadership. ... Visionary leaders have a
compelling vision for their business. They can see
beyond the ambiguity and challenges of today to an
empowering picture of tomorrow.
Visionary leaders impregnate their team and the
organization itself with this vision.
10 Qualities of Visionary Leadership
Here are ten hallmark traits of visionary leaders:

6.
Inspirational
What does inspirational mean? It means that
visionary leaders tap into our emotions.
They ignite our passions. They drive our
emotions in the right direction to bring out the best
in us.
Emotionally Intelligent
To inspire with consistency, a leader must be
aware of his emotions and be empathic (aware
of the feelings of others).
Only through empathy can a leader connect with the
hearts of their team and inspire them to realize their
greatness.
Open Minded
Although visionaries hold a big picture in mind,
they are flexible on how they get there.
They are receptive to new information and can hold
multiple perspectives. This open-mindedness allows
them to navigate stressful situations with a flexible
mind, pulling from many resources and sometimes
unrelated industries to arrive at creative
solutions.
Imaginative
Visionary leaders have a childlike playfulness.
They value their imagination and allow
themselves to dream, exercising their mind’s eye to
see beyond what’s in the physical world at the
moment.

7.
They encourage others to dream big too.
Resolute
Social pressures influence visionary leaders less
than most others. Their high conviction holds in the
face of adversity.
Setbacks aren’t a sign of failure to them; they are
mere stopping points on the way to realizing their
vision. As such, they are willing to take calculated
risks and endure uncertainty. They give assurance
and clarity to others when facing difficulty.
Persistent
Obstacles are constant. Realizing the vision will
not be easy. With inner resolve, visionary leaders
push through difficulties and setbacks. They remain
agile enough to pivot and make course corrections,
but they always persist.
This resolve is one of author Andy Andrews’s seven
decisions for personal success: I will persist
without exception.
Collaborative
You can’t realize a business vision alone. It takes a
talented team that can work together. Visionary
leaders inspire others to harness their unique gifts
and strengths to innovate and find creative
solutions.
They create an open environment where people
learn to trust each other. And that trust starts with
the leader.

8.
Bold
There’s no place for timidity in visionary leadership.
These leaders are courageous and daring, willing to
take calculated risks.
They don’t fear failure as much as they fear not
going for it. Visionary leadersfoster innovative
organizations because their people can fail quickly,
learn, adapt, and grow.
Magnetic
Visionary leaders are inclusive, inviting others to
make the vision their own. They attract talented
people who are passionate about what they do, who
are inspired by the company’s big picture.
They create thriving, innovative cultures where
individuals have the freedom to create their best
work and take pride in their efforts. Visionary
leaders bring out the best in their people.
Optimistic
Visionary leaders hold a positive outlook for the
future. They are hopeful they will achieve success.
They don’t view problems as personal,
permanent, or pervasive. Instead, they are
impersonal, temporary, and relate only to the
present situation.
These leaders are driven to create more value but
are content where they are now. Their optimism is

9.
infectious throughout the organization. It’s a sturdy
anchor when setbacks occur.
3. Servant Leadership.
– Servant leadership is the process of enabling
individuals to grow healthier, wiser, freer, and
more autonomous through the art of servant-hood,
it is based on the premise that leadership
originates from a desire to serve, to be a great
leader you must serve first.
Thus; servant leaders consider their followers’ needs
first then empower them to achieve organizational
goals
Robert Greenleaf defined the following 10
principles and characteristics as critical to success
for a servant leader:
1. Listening – A critical communication tool, necessary
for accurate communication and for actively
demonstrating respect for others.
2. Empathy – The ability to mentally project one’s own
consciousness into that of another individual “The
servant always accepts and empathizes, never rejects”

10.
3. Healing – “to make whole” The servant leader
recognizes the shared human desire to find wholeness
in one’s self, and supports it in others.
4. Awareness – Without awareness, “we miss leadership
opportunities”
5. Persuasion – The effective servant-leader builds
group consensus through “gentle but clear and
persistent persuasion, and does not exert group
compliance through position power.
6. Conceptualization – The servant-leader can conceive
solutions to problems that do not currently exist.
7. Foresight – “Prescience, or foresight, is a better than
average guess about what is going to happen when in
the future”.
8. Stewardship – Organizational stewards, or ‘trustees’
are concerned not only for the individual followers
within the organization, but also the organization as a
whole,
9. Commitment to the growth of people
A demonstrated appreciation and encouragement of
others.
10-Building community – The rise of large institutions
has eroded community,
4. Autocratic Leadership. ...

11.
In this leadership style, the leader makes decisions
without taking input from anyone who reports to
them. Employees are neither considered nor
consulted prior to a direction, and are expected to
adhere to the decision at a time and pace stipulated
by the leader.
Frankly, this leadership style stinks. Most
organizations today can't sustain such a hegemonic
culture without losing employees. It's best to keep
leadership more open to the intellect and
perspective of the rest of the team.
5. Laissez-faire or hands-off Leadership. ..
 laissez-faire leadership is the least intrusive form of
leadership. The French term "laissez faire" literally
translates to "let them do," and leaders who embrace it
afford nearly all authority to their employees.
 Although laissez-faire leadership can empower
employees by trusting them to work however they'd
like, it can limit their development and overlook
critical company growth opportunities. Therefore, it's
important that this leadership style is kept in check.

12.
6. Democratic Leadership. ...
Democratic leadership is exactly what it sounds like
-- the leader makes decisions based on the input of
each team member. Although he or she makes the
final call, each employee has an equal say on a
project's direction.
Democratic leadership is one of the most effective
leadership styles because it allows lower-level
employees to exercise authority they'll need to use
wisely in future positions they might hold. It also
resembles how decisions can be made in company
board meetings..
7. Transformational Leadership.
Transformational leadership is always
"transforming" and improving upon the company's
conventions. Employees might have a basic set of
tasks and goals that they complete every week or
month, but the leader is constantly pushing them
outside of their comfort zone.
This is a highly encouraged form of leadership
among growth-minded companies because it

13.
motivates employees to see what they're capable of.
But transformational leaders can risk losing sight of
everyone's individual learning curves if direct
reports don't receive the right coaching to guide
them through new responsibilities.
Authentic Leadership
The recent authentic Leadership approach
seems to have evolved in the light of
major scams and scandals, a blind race for
profits and personal gains and short term
prospective, involving the CEO’s of top
organizations. It focuses on the charter of
the leader as the driver of positive
interrelationships. Authenticity is about being
genuine and not attempting to play a role;
not acting in a manipulative way.
Transactional Leadership
contrast, involves management –by-
exception, intervention, and punishing those
who made errors. This can lead to negative
emotions and performance on the part of the
subordinates. This approach would also
require close monitoring of the subordinates,
who would surely not like it, and if they felt

14.
constrained, their performance might not be
best.
Additionally,some of their voluntary behaviors, like
citizenship behaviorswould be reduced. A manger lead
a group of highly motivated individualswho follow his
leadershipand achieve theirgoals. Employees are
trained or rewarded such as bonuses dependingupon
their performance.
Charismatic Leadership
The charismatic leader is visionary and works
by infusing high amount of energy and
enthusiasm in his team. He sets as role
model for his team and drive others to show
high level of performance. This type of
leader is committed to the organization and
believes more in him rather than his team.
The presence of charismatic leader works as
a boost for rest of the employees and
therefore such type of leader should be
committed to the organization for the long
run.
A charismatic leadership may pose as a risk to the
company if he decided to leave to explore new
opportunitiesand it might take lot of time and hard
work by the company to win the confidence of its
employees.

15.
Participative Leadership
Also known as democratic leadership
style, participative leadership consults
employees and seriously considers their
ideas when making decisions. When a
company makes changes within the
organization, the participative leadership
style helps employees accept changes easily
because they had given a big role in the
process. Participative Leadership may be
required for tasks that are non routine or
unstructured, where relationships are non-
authoritarian and the subordinate‘s locus of
control is internal
Supportive Leadership
Supportive Leadership show concern for the
needs of the employees, leader is friendly
and approachable. Supportive
Leadership would be more suitable for highly
structured tasks, under bureaucratic and
formal authority relationship. In supportive
Leadership, leader support to their
subordinates officially and some time
personally also. Leader always try to fulfill
their requirements, it boost employees moral
also.

16.
Achievement Oriented Leadership
Achievement oriented Leadership encourage
employees to perform at their highest level
by setting challenging goals, emphasizing
excellence and demonstrating confidence in
employees abilities. Achievement Oriented
Leadership is largely suitable for
unstructured tasks, where the subordinate
need for achievement is high.
Directive Leadership
Directive Leadership provides guidance about what
should be done and how to do it, scheduling work, and
maintainingstandardsof performance. Thus, it may be
inferred that directive leadership is effective as the
subordinatorshas an external locus of Control, lacks
experience, has a high need for clarity or a low need of
achievement. Also, when the task is unstructured, or
there is conflict between work groups, a more directive
style would be useful.
The Characteristics of a Good Leader
 Honesty.
 Ability to delegate.
 Communication.
 Sense of humor.
 Confidence.
 Commitment.

17.
 Positive attitude.
 Creativity.
Management
has been described as a social process involving
responsibility for economical and effective
planning & regulation of operation of an enterprise
in the fulfillment of given purposes. ... According to
Henry Fayol, “To manage is to forecast and plan, to
organize, to command, & to control”.
Management process.
is a process of setting goals, planning and/or controlling
the organizing and leading
. Planning and Decision Making
Planning is decision making, regarding the goals and
setting the future course of action from a set of
alternatives to reach them.
The plan helps to maintain managerial effectiveness
as it works as a guide for the personnel for future
activities. Selecting goals as well as the paths to achieve
them is what planning involves.
. Organizing –
Coordinating Activities and Resources
Organizing can be defined as the process by which the
established plans are moved closer to realization.
Once a manager set goals and develops plans, his
next managerial function is organizing human
resource and other resources that are identified as
necessary by the plan to reach the goal.

18.
Organizing involves determining how activities and
resources are to be assembled and coordinated.
The organization can also be defined as an intentionally
formalized structure of positions or roles for people to
fill in an organization.
Organizing produces a structure of relationships in
an organization and it is through these structured
relationships that future plans are pursued.
Staffing is related to organizing and it involves filling
and keeping filled, the positions in the organization
structure.
This can be done by determining the positions to be
filled, identifying the requirement of manpower, filling
the vacancies and training employees so that the assigned
tasks are accomplished effectively and efficiently.
Leading
– Managing, Motivating and Directing People
The third basic managerial function is leading it is the
skills of influencing people for a particular purpose or
reason. Leading is considered to be the most important
and challenging of all managerial activities.
Leading is influencing or prompting the member of the
organization to work together with the interest of the
organization.
. Controlling– Monitoring and Evaluating Activities
Monitoring the organizational progress toward goal
fulfillment is called controlling. Monitoring the progress
is essential to ensure the achievement of
organizational goal.
Controlling is measuring, comparing, finding deviation
and correcting the organizational activities which are
performed for achieving the goals or objectives.

19.
Controlling consist of activities, like; measuring the
performance, comparing with the existing standard and
finding the deviations, and correcting the deviations.
**14 Principles of Management:
1. Division of work:
- Breaking down a task into its component.
- Training employees to become specialist in specific duties.
- Putting in sequence.
2. Authority:
- It is mean the right to take final decisions to act or to command
action of others.
- Authority should be delegated only to subordinates who are
willing to assume commensurate responsibility.
3. Discipline:
Good discipline is the result of effective leadership; a clear
understanding between the managers and the employees
regarding the organization’s rules.
4. Unity of work:
An employee should receive directives from only one superior.

20.
5. Unity of direction:
This improves coordination and ensures that energies are
channeled in the proper direction.
6. Subordination of individual interest to general interest:
This can accomplish by:
a. Fair agreement between management and employees.
B. managers setting good examples.
C. constant supervision.
7. Remuneration of personnel:
Employees must be paid a fair salary and rewards for their
services.
8. Centralization:
It is mean how much authority is concentrated at the top of the
organization or dispersed throughout the management
hierarchy.
9. Chain of command:
All organizational requests and directives must follow this
chain.
10. Order:
Is defined as a place for everything or everyone and everything
is in its place.
11. Equity:
Which means dealing with subordinates by equity and
kindness?

21.
12. Stability of tenure of personnel:
Experienced, well trained employees (managers and
subordinates) are crucial to the success of work.
13. Initiative:
Which is defined as the ability to think thoroughly and
develop a plan of action.
14. (Team spirit):
The manager’s job is to coordinate efforts, encourage
keenness, use each man’s abilities, and reward each one’s merit
without arousing possible jealousies and distributing harmonious
relations.
Differences between leadershipand
management
A leader has followers while the manager has the
employees.
... Leaders promote change, but Managers react to the
change.
A leader aligns people, while a manager organizes
people.
While management includes focus on planning,
organizing, staffing, directing and controlling;
leadership is mainly a part of directing function
of management.

22.
Leaders focus on listening, building relationships,
teamwork, inspiring, motivating and persuading the
followers.
The 10 roles of manager are then divided up into
three categories, as follows:
Category Roles
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur‫ومبادر‬ ‫ملتزم‬
Disturbance Handler
Resource Allocator
Negotiator
Let's look at each of the ten managerial roles in greater detail.
Interpersonal Category
The managerial roles in this category involve providing information
and ideas.
1. Figurehead – As a manager, you have social, ceremonial and
legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority,
and as a figurehead.
2. Leader – This is where you provide leadership for your team,
your department or perhaps your entire organization; and it's
where you manage the performance and responsibilities of
everyone in the group.
3. Liaison – Managers must communicate with internal and
external contacts. You need to be able to network effectively on
behalf of your organization.

23.
Informational Category
The managerial roles in this category involve processing information.
4. Monitor – In this role, you regularly seek out information
related to your organization and industry, looking for relevant
changes in the environment. You also monitor your team, in
terms of both their productivity, and their well-being.
5. Disseminator – This is where you communicate potentially
useful information to your colleagues and your team.
6. Spokesperson – Managers represent and speak for their
organization. In this role, you're responsible for transmitting
information about your organization and its goals to the people
outside it.
Decisional Category
The managerial roles in this category involve using information.
 Entrepreneur – As a manager, you create and control
change within the organization. This means solving
problems, generating new ideas, and implementing them.
 Disturbance Handler – When an organization or team hits an
unexpected roadblock, it's the manager who must take
charge. You also need to help mediate disputes within it.
 Resource Allocator – You'll also need to determine where
organizational resources are best applied. This involves
allocating funding, as well as assigning staff and other
organizational resources.
 Negotiator – You may be needed to take part in, and direct,
important negotiations within your team,