Leadership development in Healthcare

Unit – 1
Introduction to Leadership:

 Everyone can be a leader. There is no single answer to “What is leadership?” because

it isn’t something you’re either born with or without, but a powerful skill that can be
developed over time. Great leaders don’t follow a single path or personality type. In
fact, you’ve probably taken on leadership roles in your life that you didn’t realize at
the time. So what makes a good leader, really? And how can you sharpen those skills
and put them to work for you in your career and your life?
 Leadership is the ability to inspire a team to achieve a certain goal. It’s usually
discussed in the context of business, but leadership is also how you, as an individual,
choose to lead your life. The definition of leadership is to influence, inspire and help
others become their best selves, building their skills and achieving goals along the
way. You don’t have to be a CEO, manager or even a team lead to be a leader.
Leadership is a set of skills – and a certain psychology – that anyone can master.
 Leadership is not a zero-sum equation. When one person harnesses their powers to
lead, it strengthens the leadership opportunities of others, rather than diminishing
them. That’s because the ultimate definition of leadership is empowering others to
become effective leaders as well. That’s why many iconic leaders have incredible
mentors they cite for their success. As one person begins to embrace their role as a
leader, they inevitably connect with others who have already mastered the art of
leadership.
 The importance of leadership lies in the ability to get things done. Leadership allows
you to communicate a clear vision and then unite your team around that vision.
Companies with great leaders are creative, innovative and agile. They also have
positive company cultures with a sense of purpose and passion. Ultimately, effective
leadership improves your company’s bottom line, resulting in less turnover and a
mind-set of continuous improvement.
 Leadership is the art of motivating a group of people to act toward achieving a
common goal. In a business setting, this can mean directing workers and colleagues
with a strategy to meet the company's needs.
 Leadership captures the essentials of being able and prepared to inspire others.
Effective leadership is based upon ideas—both original and borrowed—that are
effectively communicated to others in a way that engages them enough to act as the
leader wants them to act.
 A leader inspires others to act while simultaneously directing the way that they act.
They must be personable enough for others to follow their orders, and they must have
the critical thinking skills to know the best way to use the resources at an
organization's disposal.
Types of Leadership:

There are different types of leadership that exist in work environments and advantages and
disadvantages exist in each leadership style. Some companies offer the same leadership style
while others follow different leadership styles depending upon what task to perform. It’s only
the culture and goals of an organization that determines which type of leadership suits the
firm.

1. 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 a short term
perspective, involving the CEOs 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.

2. Autocratic Leadership

Autocratic leadership allows the autocratic leaders to take the ultimate control of
taking decisions without consulting others. An autocratic leader possesses a high level
of power and authority and imposes its will on its employees.

This type of leadership proves to be useful where a close level of supervision is

required. Creative employees’ morale goes down because their output is not given
importance and is often detest by employees. Since they are unable to take any part in
decision making, this results in job satisfaction and staff turnover.

3. Laissez-Faire Leadership

Under this type of leadership, a laissez-faire leader does not exercise control over its
employees directly. Since employees are highly experienced and need little
supervision, a laissez-faire leader fails to provide continuous feedback to employees
under his or her supervision.

This type of leadership is also associated with leaders that do not supervise their team
members, failed to provide continuous feedback resulting in high costs, bad service,
failure to meet deadlines, lack of control, and poor production.

4. Transnational Leadership

Informational leadership highlights a leader as a facilitator of change occurring when

one or more persons engage with others in such a way that leaders and followers raise
one another to higher levels of motivation and morality.

The process of transformational leadership aims at influencing changes in attitudes

and assumptions held by organizational members and building commitment for
organizational goals and objectives. A high level of communication exists between
managers and employees and it is under the guidance of leaders that employees meet
their goals and enhance productivity and efficiency.

5. Transnational Leadership

Transnational 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
constrained, their performance might not be best.

Additionally, some of their voluntary behaviours, like citizenship behaviours would

be reduced. A manager leads a group of highly motivated individuals who follow his
leadership and achieve their goals. Employees are trained or rewarded such as
bonuses depending upon their performance.

6. Bureaucratic Leadership

Under bureaucratic leadership, a leader believes in structured procedures and ensure

that his or her employees follow procedures exactly. This type of leadership leaves no
space to explore new ways to solve issues and in fact work by book.

This type of leadership is normally followed in hospitals, universities, banks (where a

large amount of money is involved), and government organizations to reduce
corruption and increase security. Self-motivated individuals who are highly energetic
often feel frustrated because of the organization’s inability to adapt to changing
environments.

7. Charismatic Leadership

The charismatic leader is visionary and works by infusing a high amount of energy
and enthusiasm in his team. He sets a role model for his team and drives others to
show a 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 a charismatic leaders works as a boost for the 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 a risk to the company if he decided to leave to

explore new opportunities and it might take a lot of time and hard work by the
company to win the confidence of its employees.

8. Participative Leadership

Also known as the 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.

9. Directive Leadership

Directive Leadership provides guidance about what should be done and how to do it,
scheduling work, and maintaining standards of performance.

Thus, it may be inferred that directive leadership is effective as the subordinators have
an external locus of Control, lacks experience, has a high need for clarity, or a low
need for achievement. Also, when the task is unstructured, or there is a conflict
between workgroups, a more directive style would be useful.

10. Supportive Leadership

Supportive Leadership show concern for the needs of the employees, the leader is
friendly and approachable. Supportive Leadership would be more suitable for highly
structured tasks, under bureaucratic and formal authority relationship.

In supportive Leadership, leaders support their subordinates officially, and sometimes

personally also. A leader always tries to fulfil their requirements, it boosts employees’
morale also.

Qualities and Functions of Leadership:

Qualities of a Good Leader:

A successful leader secures desired behaviour from his followers. It depends upon the
quality of leadership he is able to provide. A leader to be effective must possess
certain basic qualities. A number of authors have mentioned different qualities which
a person should possess to be a good leader.

Some of the qualities of a good leader are as follows:

1. Good personality.
2. Emotional stability.
3. Sound education and professional competence.
4. Initiatives and creative thinking.
5. Sense of purpose and responsibility.
6. Ability to guide and teach.
7. Good understanding and sound judgment.
8. Communicating skill.
9. Sociable.
10. Objective and flexible approach.
11. Honesty and integrity of character.
12. Self-confidence, diligence and industry.
13. Courage to accept responsibility
Functions of Leadership.

Leaders provide support and motivation to improve the performance of employees in

an organization. They provide imagination, foresight, enthusiasm, and initiative to
group members to have a uniqueness of interests, outlook, and action.

Some of the functions of a leader are:-

1. Leader Develops Team Work

2. Representative of Sub-Ordinates

3. Appropriate Counsellor

4. Uses Power Properly

5. Manages the Time Well

6. Strive for Effectiveness

7. Make the Environment Conducive to Work

8. Integrates the Efforts of the Followers and the Organisational Objectives

9. Performs the Functions of an Intermediary between the Top Management

and the Work Group

10. Work as an Appropriate Counsellor

11. Taking the Initiative

12. Representing the Enterprise

13. Interpreting

14. Guiding and Directing the Organisation and a Few Others.

Unit -2

Organizational Conflicts

Nature and Causes of Organizational Conflicts:

Organizational Conflict or otherwise known as workplace conflict, is described as the

state of disagreement or misunderstanding, resulting from the actual or perceived dissent
of needs, beliefs, resources and relationship between the members of the organization. At
the workplace, whenever, two or more persons interact, conflict occurs when opinions
with respect to any task or decision are in contradiction.

Interpersonal conflicts occur between individuals in the organization. The major causes of
conflict in an organization are as follows:

 Misunderstanding
 Personal Differences
 Information Deficiency
 Goal Differences
 Lack of Role Clarification
 Threat To Status
 Lack of Trust
 Scarce Resources
 Organizational Changes
 Poor Communication

Misunderstanding

Misunderstanding is one of the major causes of conflict in the organization. When

employees do not understand their tasks, roles, and responsibilities conflict arises. Due to
this, they may not complete their tasks as the manager expected from them. It may be due
to poor communication from manager to employees.

Personal Differences

Personal differences are the fundamental causes of interpersonal conflict in the

organization. The differences occur in the individual due to various reasons such as
family background, values, attitudes, traditions, culture, education, and socialization
process. Personality differences create conflict among people. It affects on emotions of
individuals.

Information Deficiency

Communication breakdown is one of the reasons for conflict. The lack of close
communication and transformation of rigid information create misunderstanding among
the people. It creates the problem of distrust and conflict. Therefore, it is essential to
communicate the right information at the right time to the related persons.
Goal Differences

The goal is the basis for organizational performance. All activities of the individuals
concentrate on achieving predetermined goals. Therefore, if individuals in the same group
initiate different goals it may cause conflict among group members. They cannot do work
effectively.

Lack of Role Clarification

People of a company perform various roles that are interrelated to one another. The
absence of role exposition among people generates conflict. It can create role conflict.

For example, role conflict between production and marketing managers. Thus, it is
necessary to make a proper division of work and delegation of authority on the basis of
responsibility.

Threat To Status

Status is the social rank that an individual obtains in the organization. It is based on
knowledge and position. When any threat generates to an individual in his status it may
create conflict.

The main responsibility of top management is to maintain balance among subordinates

working together for common goals.

Lack of Trust

Lack of trust is also one of the causes of conflict in the organization. All individuals
working in a group must have mutual trust to achieve common goals. They need to do
activities on the basis of mutual cooperation and support. Lack of mutual trust among
group members creates conflict. It generates barriers to achieving goals.

Scarce Resources

The common reason for the conflict is scarce resources. When organizational resources
become limited it increases the wants of individuals in a group. Limited resources
generate conflict as scarcity motivates people to compete with others to achieve
objectives.

For this management needs to take necessary steps so that individuals in the group can
mobilize resources on the basis of their skills and experiences.

Organizational Changes

Changes in organizational structure, division of work, authority and responsibility, etc.

are essential to cope with environmental changes. Such changes can change the job
liability, status, position, and authority of the people in the group. It can change the
formal relationship and job responsibility of group members. This also may be one of the
reasons for conflict among group members of the organization.
 Poor Communication

Communication is the means of exchanging guidance, instructions, and suggestions

between the members of the organization. The poor communication system in the
organization creates the problem of exact transformation of information among the group
members, which leads to conflict among them. Thus, there must a two-way
communication system in order to make proper communication.

Conflicts in an Organization:

Conflicts alleviate at the workplace due to individual and inter-individual factors.

Individual related causes entails attitudes, beliefs, personality orientation and human-
frailties. Inter-individual conflicts arises when a manager breaches norms of the
organization.

Factors Influencing Organizational Conflict

1. Unclear Responsibility: If there is lack of clarity, regarding who is responsible for

which section of a task or project, conflict takes place. And, to avoid this situation, the
roles and responsibility of the team members should be stated clearly and also agreed
upon by all.
2. Interpersonal Relationship: Every member of an organization, possesses different
personality, which plays a crucial role in resolving conflict in an organization.
Conflicts at the workplace, are often caused by interpersonal issues between the
members of the organization.
3. Scarcity of Resources: One of the main reason for occurence of conflict in an
organization is the inadequacy of resources like time, money, materials etc. due to
which members of the organization compete with each other, leading to conflict
between them.
4. Conflict of Interest: When there is a disorientation between the personal goals of the
individual and the goals of the organization, conflict of interest arises, as the
individual may fight for his personal goals, which hinders the overall success of the
project.

Types and Levels of Conflicts:

 Types of Conflict Management Skills. Communication. Much unnecessary conflict

can be avoided simply with clear, accurate written and verbal communication; a
single lost email could lead to failed plans and fingers pointed. Assumptions about
what other people already know, think, or intend can cause resentment or worse.
 Types of Organizational Conflict (Levels)

 Intrapersonal Conflict. This happens when an individual has a cognitive conflict

within themselves. It arises out of an individual’s thoughts, values, or ideas ...
 Interpersonal Conflict.
 Intragroup Conflict.
 Intergroup Conflict.

o Intrapersonal Conflicts: It occurs within the individuals due to frustration

resulting from blocking of goal-oriented drive. Conflicts in goals and roles are the
main causes of such conflict.
o Interpersonal Conflicts: It is interactive conflict between individuals. It deeply
affects a person’s emotions. It occurs due to personality clashes, communication
failures, differences in perception, threat to self-concept, incompatible goals.
o Intergroup Conflict: It is interactive conflict between groups. It is expression of
hostility between groups. It is intentional interference with each other’s activities.
It occurs due to different viewpoints, conflicting reward system, competition for
scarce resources, poor condition and group loyalties.
o Inter-organizational Conflict: It occurs between organizations. The causes are
structure, competition, policy and practices.

Criteria for Conflict Management

Criteria for Conflict Management- In order for conflict management strategies to be

effective, they should satisfy the following criteria:
1. Organizational Learning and Effectiveness Conflict management
strategies should be designed to enhance organizational learning and long-
term effectiveness. In order to attain this objective, conflict management
strategies should be designed to enhance critical and innovative thinking to
learn “the art of solving the right problems” .
2. Needs of Stakeholders- Conflict management strategies should be designed
to satisfy the needs and expectations of the strategic constituencies
(stakeholders) and to attain a balance among them.
3. Ethics- A wise leader must behave ethically, and to do so, the leader should
be open to new information and be willing to change his or her mind. By the
same token, subordinates and other stakeholders have an ethical duty to speak
out against the decisions of supervisors when consequences of these decisions
are likely to be serious. To manage conflicts ethically, organizations should
institutionalize the positions of employee advocate and customer and supplier
advocate, as well as environmental and stockholder advocates. Only if these
advocates are heard by decision makers in organizations may we hope for an
improved record of ethically managed organizational conflict.
Unit – 3
Negotiation Process & Arbitration and Conciliation

Bargaining strategies in negotiation:

 Bargaining is a process of reaching a mutually acceptable solution among all parties

to the conflict at the end of the negotiation process. Bargaining strategies help to
resolve the conflict through proper communication and understanding of the situation.
 Bargaining strategies help to resolve the conflict through proper communication and
understanding of the situation. Integrative Bargaining. Distributive bargaining is
defined as negotiations that seek to divide up a fixed amount of resources, a win-lose
situation.
 Some negotiators seem to believe that hard-bargaining tactics are the key to
success. They resort to threats, extreme demands, and even unethical behavior to
try to get the upper hand in a negotiation.
 In fact, negotiators who fall back on hard-bargaining strategies in negotiation are
typically betraying a lack of understanding about the gains that can be achieved in
most business negotiations. When negotiators resort to hard-bargaining tactics, they
convey that they view negotiation as a win-lose enterprise.
 The better prepared we are for hard-bargaining strategies in negotiation, the better
able we will be to defuse them.
 Here are the Ten Bargaining strategies in negotiation which can help to negotiate in a
better way and manner:

1. Extreme demands followed up by small, slow concessions. Perhaps the

most common of all hard-bargaining tactics, this one protects dealmakers from
making concessions too quickly. However, it can keep parties from making a
deal and unnecessarily drag out business negotiations.
2. Commitment tactics. Your opponent may say that his hands are tied or that
he has only limited discretion to negotiate with you. Do what you can to find
out if these commitment tactics are genuine. You may find that you need to
negotiate with someone who has greater authority to do business with you.
3. Take-it-or-leave-it negotiation strategy. Offers should rarely be non-
negotiable. To defuse this hard-bargaining tactic, try ignoring it and focus on
the content of the offer instead, then make a counter-offer that meets both
parties’ needs.
4. Inviting unreciprocated offers. When you make an offer, you may find that
your counterpart asks you to make a concession before making a counteroffer
herself. Don’t bid against yourself by reducing your demands; instead, indicate
that you are waiting for a counteroffer.
5. Trying to make you flinch. Sometimes you may find that your opponent
keeps making greater and greater demands, waiting for you to reach your
breaking point and concede. Name the hard-bargaining tactic and clarify that
you will only engage in a reciprocal exchange of offers.
6. Personal insults and feather ruffling. Personal attacks can feed on your
insecurities and make you vulnerable. Take a break if you feel yourself getting
flustered, and let the other party know that you won’t tolerate insults and other
cheap ploys.
 7. Bluffing, puffing, and lying. Exaggerating and misrepresenting facts can
throw you off guard. Be skeptical about claims that seem too good to be true
and investigate them closely.
8. Threats and warnings. Want to know how to deal with threats? The first step
is recognizing threats and oblique warnings as the hard-bargaining tactics they
are. Ignoring a threat and naming a threat can be two effective strategies for
defusing them.
9. Belittling your alternatives. The other party might try to make you cave in by
belittling your BATNA. Don’t let them shake your resolve.
10. Good cop, bad cop. When facing off with a two-negotiator team, you may
find that one person is reasonable and the other is tough. Realize that they are
working together and don’t be taken in by such hard-bargaining tactics.

Negotiation process Stages:

 We negotiate all the time, without even realizing it. Negotiations occur with friends,
family, schoolmates, and, later in life, our co-workers and superiors. While these
situations vary greatly across the scope of a lifetime, the skills needed for successful
negotiation remain the same.

 However, like any new skill, learning how to negotiate well can take time. To begin
the process, it is beneficial to understand the five main stages of the negotiation
process.

The Five Stages of Negotiation

1. Prepare, Probe, and Propose

When starting any new project, including negotiation efforts, it is important to lay
the foundation first. The preparation stage is composed of a variety of steps that
are all geared toward helping you set the groundwork for your negotiation. In this
stage, of course, preparation is key. Conflict can arise at any time, which means
there is no allotted timeframe for you to prepare your negotiation techniques.
Therefore, it is critical to start this first stage as soon as possible.

The prepare, probe and propose stage involves researching pertinent information
as well as analysing all the data you collect to determine its utility. It is important
to understand the issue at hand as well as all the potential angles involved. A
skilled negotiator understands that the ultimate goal of negotiation isn’t
necessarily to prove you are right; rather, it is about being informed and accurate.
Research during the initial stage is important to understand what will occur when
negotiating the conflict at hand.

Who is involved? Where did the conflict start? Why is this an issue for either
party? These questions, along with several others, are important to consider during
this stage. By probing the issue, you are digging deep to understand the roots of
the issue. Once you understand the issue fully, you can start to propose solutions
 to resolve the conflict at hand. If all goes well, you’ll be able to propose a solution
that both parties can find beneficial.

2. Define Ground Rules and Exchange Information

In stage one, you haven’t even officially met with the other side yet. You’ve done
your research to build your case and have learned all you can about your
opposition.

In stage two, you will begin to communicate with your opposition, but there is still
work to be done before any official negotiating can begin. In stage 2, your primary
focus is to establish the terms of the negotiation as well as exchange information
to improve the chances of a successful negotiation.

At this stage, you’ll also focus on exploring the other side. This provides you an
opportunity to test the assumptions you developed during your initial research.
This is also the best opportunity to try and build a positive relationship heading
into the negotiation. Even if you are coming to the negotiating table with vastly
different views, a sense of common ground and understanding is beneficial. With
effort, you can develop a better understanding of what the other side wants to
accomplish and what potential solutions may mesh well with your own goals.

Building rapport and trust while discussing the ground rules of the negotiation can
lead to a new level of comfortability. When you and your opposition are
comfortable, you are generally more willing to communicate openly and express
yourself freely. Thus, the goals of this stage are to gain some level of trust, build a
common ground of honesty and credibility, and find some way to establish and
build upon the relationship.

It is important not to rush this stage if possible. There is no set time frame for
completing each of the steps of negotiation. The more time you can invest in
building a relationship and finding common ground, the better chance you have at
making your position heard and understood during negotiation.

3. Clarification

Before diving into the true negotiations, it is important to be sure that both parties
are on the same page regarding the negotiation process. In stage two, you took the
time to understand the other side. You listened to their issue as well as what they
hope to gain from the negotiating process. You also explained your stance, and
what you hope to gain. Together, you should have established some ground rules
to ensure that all relevant viewpoints and time are respected.

In stage three, you’re essentially finalizing this process. Take the time to reflect on
what you’ve learned and note any gaps or confusions that may be present. Stage
three allows you the opportunity to seek any necessary clarifications from your
opposition involving the issue itself, other parties with stake in the negotiations,
the evidence provided, or even what may constitute a mutually agreeable
outcome.
 4. Bargaining and Problem Solving

Stage four is where true negotiation begins. You’ve taken the time to do your
research and fully understand the issue at hand. You’ve met with the other side to
understand their concerns and hopeful outcomes. You’ve also taken the time to
seek any necessary clarifications. Now, it is time to advocate for your proposed
solution and listen to the opposition’s counterproposal.

In the bargaining stage, it is important to be aware of not only the verbal cues of
your negotiation partner, but the non-verbal cues as well, including body
language. This process can be delicate, and in difficult negotiations, you must
sometimes move back a step to problem solve until all parties are comfortable.
During the bargaining stage, each side will lay out their concerns as well as their
perceived solutions. This process is all about the give and take, so it is beneficial
to remember that the ultimate goal is to seek a mutual agreement.

5. Conclude and Implement

Bargaining can take time, but eventually the negotiations must come to an end. A
solution must be reached, and it will ideally benefit both parties in some way. At
this stage, it is important to make sure that all essential elements to officially
establish the agreement are in place. Thus, clarity is key to ensuring that everyone
is on the same page before implementation begins. This stage can involve signing
contracts or legally enforcing any other terms laid out during the negotiation
process. Follow-up is crucial, ensuring that implementation brings with it the
desired effects for both parties.

Techniques of Negotiations:

 Negotiation is referred to as the style of discussing things among individuals in an

effort to come to a conclusion satisfying all the parties involved. Discussions should
be on an open forum for everyone to not only participate but also express their views
and reach to an alternative acceptable to all.
 It is important how we negotiate with each other. One must know the difference
between negotiating and begging. Do not stoop too low to get a deal closed.
Negotiation must be in a dignified way. One has to be extremely patient and also
understand the second party’s needs and interests as well. Never impose your ideas on
anyone. Let everyone speak their mind and decide something which would favour one
and all.

The following are some of the negotiation techniques:

 The first and the foremost technique for an effective negotiation is one should be well
informed with everything related to the deal. Find out even the minutest detail you
think is important and you might require at the time of negotiation. Be prepared
for everything. Remember the second party might ask you anything.
 Take good care of your posture as well as your body movements. Look confident.
While speaking, don’t look around or play with things. It’s just a discussion, no one
 will kill you if you are not able to close the deal. Don’t stammer in between or start
sweating in front of others. The second party will take undue advantage if they find
you nervous. Take care of your dressing as well. Don’t wear anything which is too
casual. If you dress casually people will not take you seriously.
 Be much focused. One should be very specific what he wants. First ask yourself what
is the purpose of this negotiation? What do you actually want? What is the affordable
price for you? Be firm and stick to it. Be very specific and clear.
 Never keep things to yourself and crib later. Don’t assume that the other person
can read your mind on his own. One needs to ask for what he wants. A mother will
not feed her child unless and until he cries. Speak your heart out. If you are not
satisfied with the deal, show your displeasure to others. Express them that you are not
very happy with the price and it needs to be revised.
 Be a patient listener. Listen to others as well. Think about their interest and needs as
well. Don’t ask for anything which would not benefit the second party. Don’t jump to
conclusions and never interfere when the other person is speaking. Listen to the other
party’s proposal as well; he might come up with something unique which you could
not even think.
 Be realistic. Don’t ask for something you yourself know is not possible. Don’t quote
anything just for the sake of it. One should be a little practical in his approach. Don’t
ask for irrational discounts. Be logical. It’s nothing bad to think about your personal
interests, but one should not be mad for it. If you want to purchase something, also
remember that the store owner has to earn his profits as well.
 Don’t be in a hurry to close the deal. Take your time to discuss things among
yourselves. Make sure you are deciding something which would be a win-win
situation for all. Never drag any discussion and make the conversation too long. Too
much of pleading and persuasion result in a big zero and no conclusion can be drawn
out of it.
 Know where to compromise. An individual has to compromise sometimes to come
to an output. If you feel that if you accept some terms and conditions, things would be
better and it would not harm you much, go ahead. Everyone needs to compromise
sometimes or the other.
 Communication is also important in negotiation. Speak clearly and precisely. One
should not confuse others. Playing with words is one of the biggest threats to
negotiation. Don’t use derogatory or lewd remarks against anyone.
 For a third party it’s always better to sign a contract or have something in black
and white so that no body backs out later. It’s always better to sign agreements in
the presence of both the parties for better transparency. At workplace after every
discussion and negotiation, emails or minutes of the meeting must be circulated
among all the team members for everyone to get a clear and the same picture.

Third-party Negotiations:

Individuals or group representatives reach a stalemate and are unable to resolve their
differences through direct negotiations. In such cases, they may turn to a third party to
help them find a solution. There are four basic third party roles: mediator,
arbitrator, conciliator, and consultant.
A mediator is a neutral third party who facilitates a negotiated solution by using
reasoning and persuasion, suggesting alternatives and the like. Mediators are widely
used in labour-management negotiations and in civil court disputes.

The overall effectiveness of mediated negotiations is fairly impressive. The settlement

rate is approximately 60%, with negotiator satisfaction at about 75%. But the situation
is the key to whether or not mediation will succeed; the conflicting parties must be
motivated to bargain and resolve their conflict. In addition, conflict intensity can’t be
too high; mediation is most effective under moderate levels of conflict. Finally,
perceptions of the mediator are important; to be effective the mediator must be
perceived as neutral and non-coercive.

An arbitrator is a third party with the authority to dictate an agreement. Arbitration

can be voluntary (requested) or compulsory (forced on the parties by law or contract).

The authority of the arbitrator varies according to the rules set by the negotiators. For
instance, the arbitrator might be limited to choosing one of the negotiator’s last offers
or to suggesting an agreement point that is non-binding, or free to choose and make
any judgment he or she wishes.

The big plus of arbitration over mediation is that it always results in a settlement.
Whether or not there is a negative side depends on how “heavy handed” the arbitrator
appears. If one party is left feeling overwhelmingly defeated, that party is certain to be
dissatisfied and unlikely to graciously accept the arbitrator’s decision. Therefore, the
conflict may resurface at a later time.

A conciliator is a trusted third party who provides an informal communication link

between the negotiator and the opponent.

Conciliation is used extensively in international, labour, family and community

disputes. Comparing its effectiveness to mediation has proven difficult because the
two overlap a great deal. In practice, conciliators typically act as more than mere
communication conduits. They also engage in fact finding, interpreting messages and
persuading disputants to develop agreements.

A consultant is a skilled and impartial third party who attempts to facilitate problem
solving through communication and analysis, aided by his or her knowledge of
conflict management. In contrast to the previous roles, the consultant’s role is not to
settle the issues but, rather to improve relations between the conflicting parties so that
they can reach a settlement themselves. Instead of putting forward specific solutions,
the consultant tries to help the parties learn to understand and work with each other.
Therefore, this approach has a longer term focus: to build new and positive
perceptions and attitudes between the conflicting parties.
Styles of Handling Inter-personal Conflicts and Managing Conflict Management
Process:

 Interpersonal conflict is an inevitable part of relationships that, although not always

negative, can take an emotional toll on relational partners unless they develop skills
and strategies for managing conflict.
 Although there is no absolute right or wrong way to handle a conflict, there are five
predominant styles of conflict management, which are competing, avoiding,
accommodating, compromising, and collaborating.
 Perception plays an important role in conflict management because we are often
biased in determining the cause of our own and others’ behaviours in a conflict
situation, which necessitates engaging in communication to gain information and
perspective.
 Culture influences how we engage in conflict based on our cultural norms regarding
individualism or collectivism and concern for self-face or other-face.
 We can handle conflict better by identifying patterns and triggers such as demands,
cumulative annoyance, and rejection and by learning to respond mindfully rather than
reflexively.

The five strategies for managing conflict are competing, avoiding, accommodating,
compromising, and collaborating.

Conflict management styles: The five conflict management styles as follows:

Collaborating

What it is: The collaborating style of conflict management prioritizes the relationship
over the outcome. The goal is to meet all the needs of all parties involved in the
conflict. The collaborating style is best used when you care more about the
relationships involved than winning the argument.

Competing

What it is: The competing style of conflict management prioritizes the outcome over
the relationship. The goal is to control the outcome of the disagreement over
maintaining a positive relationship with the other parties involved. The competing
style is best used when you care more about winning the disagreement than
maintaining the relationship with the other parties.

Avoiding

What it is: The avoiding style of conflict management delays addressing the issue
indefinitely. The goal is to set the disagreement aside until it becomes necessary to
solve the issue. It is best used when the disagreement is minor, and it would take more
time and energy to address it than to just avoid it.
 Accommodating

What it is: The accommodating style of conflict management prioritizes the

relationship over the outcome. The goal is to concede the argument to the other party
fully and maintain a positive relationship. The accommodating style is best used when
you know you are wrong or the relationship is worth far more than the outcome.

Compromising

What it is: The compromising style of conflict management puts equal emphasis on
the relationship and the outcome. The goal is for both parties to feel somewhat
satisfied with the outcome. The compromising style is best used when a deadline is
approaching and any solution is better than no solution.

Choose a conflict management style

Choosing a conflict management style depends on the desired outcome, the

relationships involved and the timeframe. Use the following steps to select the
appropriate conflict management style:

1. Identify the value.

2. Assess the consequences.
3. Determine the timeline.
4. Compare your factors.

1. Identify the value

Begin by identifying the most important aspect of the resolution:

 Relationship: If the relationship must be protected, consider accommodating

or avoiding it.
 Outcome: If the outcome is the most important aspect, consider competing.
 Relationship and outcome: If both the outcome and the relationship are
important, consider collaborating or compromising.

2. Assess the consequences

There will be consequences for whatever conflict management style you choose.
Decide how much you are willing to sacrifice to solve the conflict.

 Sacrifice relationship: If you are willing to alter the relationship, consider

competing.
 Sacrifice outcome: If you are willing to sacrifice the outcome, consider
accommodating or compromising.
 Not willing to sacrifice: If you are not willing to sacrifice relationship or
outcome, consider avoiding or collaborating.
 3. Determine the timeline

Decide how much time you have to devote to conflict resolution. This could be based
on a deadline or personal needs.

 Lots of time: If you have a lot of time to devote to solving the conflict,
consider collaborating or compromising
 Little time: If you do not have much time to devote to solving the conflict,
consider avoiding, competing or accommodating

4. Compare your factors

Now that you have identified what you value most, what consequences you are
willing to accept and how much time you can devote to the issue, you can select the
conflict management style best suited to your situation.

Unit – 4

The Team

Team Life:

At Team Life our goal is “To save a life or prevent one from being taken.” We strive
to provide high-quality educational programs for civilians, healthcare professionals,
law enforcement, EMS providers, and the military. We offer training in firearms, first
aid, and healthcare.

Team Life Leaders are comprised of pastors, coaches, and leaders who carry the
burden of ownership of Heritage Church ministry. They represent a high level of
servant leadership committed to the vision of loving God with all of their heart, soul,
mind, and strength and working to see people saved, healed, restored, and fulfilled.

Teams Life-cycle

Each team goes through four distinctive phases in its life-cycle, understanding these
phases will have the most significant impact on your ability to lead your team
effectively and successfully.

Forming:

Team members are getting acquainted. Working out what the shared expectations and
boundaries are for performance, behaviour and processes The effective team leader
roles in this stage are answering questions and clarifying goals, rules and
expectations.
 Storming

Because teams are still “immature” it is common for clashes or sharp differences of
opinion to arise in this phase.

Norming:

The team builds its sense of identity and purpose and develops its ground rules and
begins to cooperate more effectively.

Your role as a leader is providing feedback and facilitating role differentiation.

Performing:

For the teams that make it to this stage, the performance phase is the “pay-off”. Team
strengths and weaknesses are understood, productivity is high, and the team is focused
in its problem-solving approaches.

Your role at this phase is to provide ongoing feedback on team performance.

Forming and leading a winning team is a tough task but achieving it guarantees a spot
for you at the top of your industry so make it your number one priority.

Interdisciplinary and Inter professional Working:

Interdisciplinary team work is increasingly prevalent, supported by policies and

practices that bring care closer to the patient and challenge traditional professional
boundaries. To date, there has been a great deal of emphasis on the processes of team
work, and in some cases, outcomes.

Interdisciplinary means that two or more disciplines (nursing, medicine,

psychology, sociology, and others) align resources in educational endeavours,
such as engaging in combined courses and establishing cooperative projects.
These courses may be general courses about relationships, ethics, healthcare
systems and others, with the distinct perspective of each discipline specified.
This is a way for members of healthcare disciplines to become familiar with a
wide-range of others’ disciplinary knowledge that guides healthcare service to
members of society. While the combined courses and projects are shared,
the uniqueness of each discipline is preserved, in as much as the knowledge base
of each discipline is different and complementary to the others.

Inter-professional working is constantly promoted to professionals within the health

and social care sector. Various terms such as interdisciplinary, multidisciplinary and
interagency collaboration working have been used to promote professionals to work
together with the patient, carers, relations, services and other professionals.
 Interprofessional means that professionals in healthcare settings offer their
unique disciplinary knowledge for service to individuals and families who are
living particular health challenges. Members of the various professions bring
different insights to situations based on their education. Each professional comes
to the situation with disciplinary knowledge, and one profession does not preside
over the others. In many situations, however, the notion of interprofessional has
been initiated and fostered with an amalgamation of the disciplinary knowledge of
many professions, thus obscuring the unique educational contribution of each
profession.

Communication and Leadership:

A leader is someone who inspires positive, incremental change by empowering those

around them to work toward common objectives. A leader’s most powerful tool for
doing so is communication.

Effective communication is vital to gain trust, align efforts in the pursuit of goals, and
inspire positive change. When communication is lacking, important information can
be misinterpreted, causing relationships to suffer and, ultimately, creating barriers that
hinder progress.

If you’re interested in enhancing your leadership capabilities, here are eight

communication skills you need to be more effective in your role.

Essential Communication Skills for Leaders

1. Ability to Adapt Your Communication Style

Different communication styles are the most frequently cited cause of poor
communication, according to the Economist Intelligence Unit (pdf), and can lead to
more significant issues, such as unclear priorities and increased stress.

It’s essential to identify the leadership style, so that you can better understand how
you’re interacting with, and perceived by, employees across the organization. For
example, if you’re an authoritative leader, you likely have a clear vision for achieving
success and align your team accordingly. While an effective approach for some, it
might fall flat for others who seek more autonomy in their role.

Every employee’s motivations are different, so knowing how to tailor your

communication is essential to influencing others and reaching organizational goals.

2. Active Listening

Effective leaders know when they need to talk and, more importantly, when they need
to listen. Show that you care by asking for employees’ opinions, ideas, and feedback.
And when they do share, actively engage in the conversation—pose questions, invite
them to elaborate, and take notes.
It’s important to stay in the moment and avoid interrupting. Keep your focus on the
employee and what it is they’re saying. To achieve that, you also need to eliminate
any distractions, including constant pings on your cell phone or checking incoming
emails.

3. Transparency

In a survey by the American Management Association, more than a third of senior

managers, executives, and employees said they “hardly ever” know what’s going on
in their organizations. Transparency can go a long way in breaking down that
communication barrier.

By speaking openly about the company’s goals, opportunities, and challenges, leaders
can build trust amongst their team and foster an environment where employees feel
empowered to share their ideas and collaborate. Just acknowledging mistakes can
encourage experimentation and create a safe space for active problem-solving.

Every individual should understand the role they play in the company’s success. The
more transparent leaders are, the easier it is for employees to make that connection.

4. Clarity

When communicating with employees, speak in specifics. Define the desired result of
a project or strategic initiative and be clear about what you want to see achieved by
the end of each milestone. If goals aren’t being met, try simplifying your message
further or ask how you can provide additional clarity or help.

The clearer you are, the less confusion there will be around priorities. Employees will
know what they’re working toward and feel more engaged in the process.

5. Ability to Ask Open-Ended Questions

If you want to understand employees’ motivations, thoughts, and goals better, practice
asking open-ended questions. The Society of Human Resource Management to use
the acronym TED, which stands for:

 “Tell me more.”
 “Explain what you mean.”
 “Define that term or concept for me.”

By leveraging those phrases when speaking with your team, you can elicit more
thoughtful, thorough responses and ensure you also have clarity around what they
need from you to succeed.

6. Empathy

There’s a reason empathy has been ranked the top leadership skill needed for success.
The better you get at acknowledging and understanding employees’ feelings and
experiences, the more heard and valued they’ll feel.
 7. Open Body Language

Communication isn’t just what you say; it’s how you carry yourself. Ninety-three
percent of communication’s impact comes from nonverbal cues, according to
executive coach Darlene Price.

To ensure you’re conveying the right message, focus on your body language. If
you’re trying to inspire someone, talking with clenched fists and a furrowed brow
isn’t going to send the right message. Instead, make eye contact to establish interest
and rapport and flash a genuine smile to convey warmth and trust.

8. Receiving and Implementing Feedback

Asking for feedback from your team can not only help you grow as a leader, but build
trust among your colleagues. It’s critical, though, that you don’t just listen to the
feedback. You also need to act on it.

If you continue to receive feedback from your team, but don’t implement any
changes, they’re going to lose faith in your ability to follow through. It’s likely there
will be comments you can’t immediately act on—be transparent about that. By letting
your employees know they were heard and then apprising them of any progress you
can, or do, make, they’ll feel as though you value their perspective and are serious
about improving.

Problem Solving:

 Problem solving is the act of defining a problem; determining the cause of the
problem; identifying, prioritizing, and selecting alternatives for a solution; and
implementing a solution. In order to effectively manage and run a successful
organization, leadership must guide their employees and develop problem-solving
techniques.
 In order to effectively manage and run a successful organization, leadership must
guide their employees and develop problem-solving techniques. Finding a suitable
solution for issues can be accomplished by following the basic four-step problem-
solving process and methodology outlined below.

1. Define the problem

Diagnose the situation so that your focus is on the problem, not just its symptoms.
Helpful problem-solving techniques include using flowcharts to identify the expected
steps of a process and cause-and-effect diagrams to define and analyse root causes.

2. Generate alternative solutions

Postpone the selection of one solution until several problem-solving alternatives have
been proposed. Considering multiple alternatives can significantly enhance the value
of your ideal solution. Once you have decided on the "what should be" model, this
target standard becomes the basis for developing a road map for investigating
 alternatives. Brainstorming and team problem-solving techniques are both useful tools
in this stage of problem solving.

3. Evaluate and select an alternative

Skilled problem solvers use a series of considerations when selecting the best
alternative. They consider the extent to which:

 A particular alternative will solve the problem without causing other

unanticipated problems.
 All the individuals involved will accept the alternative.
 Implementation of the alternative is likely.
 The alternative fits within the organizational constraints.

4. Implement and follow up on the solution

Leaders may be called upon to direct others to implement the solution, "sell" the
solution, or facilitate the implementation with the help of others. Involving others in
the implementation is an effective way to gain buy-in and support and minimize
resistance to subsequent changes.

Regardless of how the solution is rolled out, feedback channels should be built into
the implementation. This allows for continuous monitoring and testing of actual
events against expectations. Problem solving, and the techniques used to gain clarity,
are most effective if the solution remains in place and is updated to respond to future
changes.

Ethical, Legal and Professional aspects of Leadership:

 Moral and ethical leaders are committed to doing what is good for the society and
cultural values. In addition, they adhere to the rules and regulation governing their
professional conduct. In such case, an Ethical Leader can be known based on the way
they make their decisions.
 Ethical leadership is the art of leading people and making good decisions based on a
defined set of values, such as fairness, accountability, trust, honesty, equality, and
respect. In fact, these values form the core foundation of ethical leadership.
 Ethics is a way of understanding right from wrong by using a set of values or moral
principles. By establishing a set of values for yourself and your company, you can
practice ethical leadership.
 Ethical leadership cannot be discussed without considering the concept of ethics first.
The idea of ethical behaviour can be different depending on when, from whom and
how you ask the question and therefore, the theory requires an understanding of the
definition and context of ethics.
 Ethics is therefore open to interpretation. Nonetheless, there are a few defined
interpretations of how ethics can be viewed, especially in terms of behaviour.
 Legal leadership particularly identifies how leaders behave, and how they govern
others directly and indirectly, by controlling organizational structures and
 processes in a legal department or a law firm. Douglas B. Richardson says, “All
great leaders do five things well, Imagine, Invent, Inspire, Inform, and Influence”.
 Being a leader in a legal environment is challenging and may not be everyone’s cup
of tea. So, what is required to be an effective legal leader? Law firms and corporate
legal departments have identified some basic qualities and attributes that a leader
should possess. Here are the five skills and attributes that are important for effective
legal leadership:

1. Collaborative skills
2. Good Judgement
3. Self-awareness
4. High ethical standards
5. Diplomacy

 Professionalism and leadership are two distinct qualities that all project managers
should possess, although the success of one very much affects the success of the
other. Professionalism entails acting in a manner that’s in the best interest of the
project: being efficient, keeping a focus on business, and separating your personal life
from your business life.
 Professionalism, on the other hand, is something that’s fairly easy to understand and
practice without much experience - many aspects of professionalism are common
sense. The first step to becoming a great leader is to master professionalism.

Emotional Intelligence:
 Emotional intelligence (EI) refers to the ability to perceive, control, and evaluate
emotions. Some researchers suggest that emotional intelligence can be learned and
strengthened, while others claim it's an inborn characteristic.
 The ability to express and control emotions is essential, but so is the ability to
understand, interpret, and respond to the emotions of others. Imagine a world in which
you could not understand when a friend was feeling sad or when a co-worker was
angry. Psychologists refer to this ability as emotional intelligence.

Some key signs and examples of emotional intelligence include:

o An ability to identify and describe what people are feeling

o An awareness of personal strengths and limitations
o Self-confidence and self-acceptance
o The ability to let go of mistakes
o An ability to accept and embrace change
o A strong sense of curiosity, particularly about other people
o Feelings of empathy and concern for others
o Showing sensitivity to the feelings of other people
o Accepting responsibility for mistakes
o The ability to manage emotions in difficult situations
Unit – 5

A Model for Health Sector Leadership

The Formalities of formal Leadership:

 While a formal leader in an organisation who holds the post fixed by the management,
possesses the organisational authority to direct and control the activities of his
subordinates, an informal leader chosen by the workers themselves and not
appointed by the management does not possess organisational authority to control the
activities of the workers.
 This gives rise to informal leaders who do not hold any managerial post in the
organisation. A formal leader, on the other hand, is one who possesses organisational
authority to direct and control the activities of his subordinates. He can issue orders
and instructions to his subordinates by virtue of his formal authority in the
organisation.
 Formal leadership is a person exercising authority conferred upon him by the
organization pursuant to the individual's position in the organization. An example of
formal leadership is the ability of a company president to exert control over
employees, which is based upon his status as president of the company.
 Formal leadership is based on a leader who has been chosen through a procedure
where it is clear that he has the authority to exercise leadership functions over a
group of people.
 Formal leaders should have certain personality characteristics that give them ease in
managing groups, but that does not always happen that way.
 So that you can consider someone as a formal leader It is a requirement that your
leadership has not been obtained spontaneously; If so, then we would be in the
presence of an informal leader, who is no more than that individual who plays the role
of leader within a social group without any procedure granting him that position.
 Formal leadership is necessary to interact with outsiders: Individuals and other
organizations will not usually enter into certain relationships with an organization
unless a formal leader approves of the transaction.
 Formal leadership is limited: Organizational members may follow the orders of a
formal leader, but they may not be that motivated or loyal to a formal leader merely
because of her formal authority.

Leadership at Board Level:

 What is Leadership? A board relies on leadership, including a board chair and

executive director, to guide and make high-level decisions on behalf of the
organization. The goal of board leadership is to ensure that the organization is well-
equipped to meet its goals and objectives.
 Applying purpose-driven board leadership principles means leaning into the pursuit of
a social good purpose at an ecosystem level and a shift away from protectionism and
self-promotion at an organizational level. For some board members, this will be an
exciting and inspiring shift toward greater social impact.
  A collection of insights for corporate boards, CEOs, and executives to help improve
board effectiveness including: board composition and diversity, board processes,
board strategy, talent and risk management, sustainability, and purpose.
 A Board should manage its direction setting accountability, its oversight
responsibility, and its own functions by establishing policy. These policies must
clearly distinguish Board function from management function. Just as important, they
must describe and detail how the Board itself shall function - role of Chair and other
officers of the Board, how decisions will be made, what committee structures if any
will be utilized, and so forth.
 Boards have very real responsibilities. The tasks they are engaged in cannot be
minimized or trivialized. We have seen too many organizational failures in recent
years which can be traced back to governance failures. Complacency about board
performance is not an option. However, effective governance does not mean
becoming more engaged in operational leadership. Nor is it to establish ever more
controls and bureaucracy. Boards need to do very real work in understanding their
roles and responsibilities, establish proper structures to do their work, recruit and
retain good members, and set the tone for the values and ethics that will guide the
organization.
 To achieve operational excellence there must be a foundation of governance
excellence. Good leadership requires good governance.

Governance, Strategy:

 Governance is strategic: it outlines best practices for decision-makers and

stakeholders to make informed decisions when allocating resources. When a clear
structure is in place for healthcare data management, organizations gain clinical and
business value because caregivers and leaders have the information they need when
they need it.
 It elaborates on critical components of governance for quality health care, specifically
looking at: policy strategies, regulation, non-state actors, political will, reliable data,
continuous improvement, knowledge sharing, and financing links.
 Boards in the healthcare space are feeling the same regulatory pressures as other types
of organizations. The emphasis on leadership and governance has healthcare boards
caucusing around boardroom tables with the goal of taking a stronger approach
toward identifying the factors that contribute to successful outcomes in healthcare and
how to implement them.
 Improving leadership and governance in healthcare requires appropriately allocating
resources even when they’re scarce, having clear objectives, and ensuring that boards
have the right parameters and empowerment to make decisions.
 According to Dan LeSueur, Vice President of Client and Technical Operations of
Health Catalyst, four principles lay the foundation for transforming leadership and
governance in healthcare. They are:
o Engaging the right stakeholders
o Establishing a shared understanding of objectives
o Aligning incentives with the rules of engagement
o Practicing disciplined prioritization
Stewardship and Policy:

 Health sector leadership is related to organisation strategy, stewardship, policy,

governance, and structure. There is no single, all-encompassing definition of
leadership in health but that definitions embrace both transformation at the top and
devolution ‘from Board to Ward—from Ward to Community.’
 The World Health Organization (WHO) introduced the concept of stewardship to
clarify the practical components of governance in the health sector. With respect to
health sector, stewardship is a more concretely applicable concept for health system
strengthening. In numerous countries (if not the majority), responsibility and/or
stewardship of the health sector is already specifically assigned by law and policy to
the health ministry or its equivalent.
 Several current global policy issues have raised the profile of health stewardship as a
focus of both study and practice related to health systems. Stewardship's provision
of strategic guidance and oversight of a country's health system makes it a key
contributor to :
o achieving the health targets in the 2030 Sustainable Development Goals;
o managing low-income countries' transition from reliance on external resources
and expertise to country leadership and domestic resource mobilization;
o mobilizing both capacity and commitment of the public and private sectors,
along with civil society, to strengthen the health system and improve health
outcomes; and
o mitigating inequality and discrimination in access, coverage, and utilization of
health services.

Distribution of Leadership Responsibility:

 The generalized concept of leadership in the health care sector is that it must provide
safe and high-quality care services to patients and one successful way to achieve this
and mitigate organizational issues is to manage the departments at all levels.
 Collective leadership is characterised by shared leadership, where there is still a
formal hierarchy, but power is more dependent on who has the expertise at each
moment. Leadership is most effective when all staff, especially doctors, nurses and
other clinicians, accept responsibility for their leadership roles.
 Distributed leadership is shared leadership or management. It focuses on collective
and extended leadership rather than specific leadership roles and responsibilities.
Though distributed leadership was primarily developed and used in education
research, it is now applied to other domains as well including business, health sector
and even tourism.
 Distributed leadership follows a handful of core principles which are as follows-

o Distributed leadership recognises that authority does not rest with one key
individual.
o Instead, it relies upon a group approach to overall strategy and goals and
encourages pluralistic engagement. It also creates a breeding ground for new
leaders.
o The leaders must be given at least a certain level of autonomy within their
field of responsibility.
o If the new leaders have autonomy, they are understood to have accountability
for their actions, and also their results.
Professional Credibility: Knowledge of the Clinical, Technical or Managerial Function

 Leadership capability is a source of authority; professional credibility is a source of

legitimacy. A combination of both will create respect and trust by peers and
engagement with followers. The challenge is how to do so in health sector
organisations which operate with often complex people and process dynamics.
 Leaders must focus on building and maintaining both personal and professional
credibility. It is almost like credibility is the summation of your character, knowledge,
experience, competence, and integrity. It is easy to see that you will have difficulty
without professional credibility; but it is just as important to focus on personal
credibility.
 Professional credibility complements leadership capability in achieving these
stretching goals.
 There is a compelling case for professional credibility in the leadership role in health
sector organisations. This applies to those in clinical leadership, those in business or
operational leadership roles, and those in specialist professional or technical roles.
The concept spans a broad range of ‘managerial’ and ‘medical’ roles and situations.
 Three important factors contribute to the effectiveness of health sector leaders. These
are leadership capability (based on personal insight and used to form a leadership
identity), professional credibility, and understanding organisational dynamics. It is
incumbent on those in leadership positions to be very clear about their own strengths
and weaknesses.
 Complex organisational structures in which multidimensional processes are made
effective by diverse professions with different expectations and outcomes and in
which external expectations are those of the highest levels of excellence and
performance will in turn require leadership of the highest standard.
 Understanding such dynamics is a prerequisite of health sector leaders; applying
capability and credibility will enable them to navigate through such complexity.