INTRODUCTION TO Leadership n
/ FACILITATOR’S GUIDEIntroduction to Leadership
Leading to Achieve Optimal Performance
COUNTRY PROGRAM NAME
Sustainable Management Development Program
Introduction to Leadership
Contents
Introduction to Leadership
Sustainable Management Development Program iv
Course Overview
About this Facilitators Guide v
Target Audience v
Learning Objectives v
Materials and Equipment vi
Workshop Schedule vii
Classroom Preparation Checklist vii
Resources
Internet Sites viii
Textbooks viii
Instruction Notes
Icon Glossary ix
Course Instruction
Introduction 1
Introduction to Leadership 4
Traits of a Leader 6
Leadership in the Work Environment 9
Communication 18
Conclusion 21
Introduction to Leadership | iii
INTRODUCTION TO Leadership n
Introduction to Leadership
Sustainable Management Development Program
SMDP works with ministries of health, educational institutions, nongovernmental organizations, and other partners to strengthen leadership and management skills and systems to improve public health in low resource countries.
Program Strategy
SMDP strengthens leadership and management skills and systems through—
· Integration with country public health priorities
· Strategic partnerships
· Technical assistance and training
· Policy and systems development
· Advocacy and education
· Evaluation
For more information, visit http://www.cdc.gov/globalhealth/SMDP/.
Course Overview
About this Facilitators Guide
This guide is designed to provide you the materials and direction to successfully deliver the Introduction to Leadership course in a classroom environment. It assumes the instructor has functional proficiency in the subject matter. Use the Resources section of this guide for further research into the topic.
This guide includes instructions for you to say and do during the class, as well as materials to help you prepare and conclude the course.
Please read the description of the target audience carefully, as well as the learning objectives. By correctly positioning the course you can set reasonable expectations for the participants.
Target Audience
This course is designed for supervisors in public health services. It is expected that they have responsibilities as leaders in public health. There are no prerequisites to this course.
Important! This workshop is intended as an introduction to leadership. Its purpose is to provide opportunities to reflect and discuss basic components of effective leadership. It can serve as an excellent introduction to additional topics such as Advocacy, Conflict Management, Decision Making, Performance Management, or Team Building.
Learning Objectives
When participants complete this course they will be able to:
· Explain the role of the leader in setting the tone of the work environment
· Identify the necessary factors which motivate others to follow a leader
· Explain the importance of effective communication with teams and work units
Materials and Equipment
MATERIALS / EQUIPMENTFor the Instructor:
· Sticky dots
· Flip Chart paper / For the Instructor:
· Personal computer
· LCD projector
For the Participant:
· Leadership Participant Workbook
· Article: Leadership can be learned, but can it be measured? / For the Participant:
· None required
Workshop Schedule
TIMES / DAY 18:30 – 11:00 / Welcome - 10 min
Introduction to Leadership - 15 min
Exercise 1 - 10 min
Traits of Leaders - 5 min
Exercise 2 - 15 min
Exercise 3 - 20min
Leaders in the work environment - 10 min
Motivation Types - 10 min
Communication Discussion - 10 min
Exercise 4 - 15 min
Conclusion -10 min
Note timings are approximate and should be verified during classroom preparation. Be sure to allot time for breaks.
Classroom Preparation Checklist
TASK / PObtain & test projector & personal computer
Test video The Age of AIDS AGE_OF_AIDS.m4v
Prepare flip chart for Exercise 3, see Appendix A
Copy participant materials. For each participant:
- Participant Workbook
- (optional) WHO Leadership & Management strengthening framework: FrameworkBrochure.pdf
Obtain & test PowerPoint® file leadership_smdp.ppt
Resources
Internet Sites
Management Sciences for Health
http://www.msh.org/
Public Health Leadership Society
http://www.phls.org/home/
World Health Organization Management for Health Services Delivery
http://www.who.int/management/en/
World Health Organization Building Leadership for Health
http://www.who.int/en/
Textbooks
Buckingham, M. Coffman, C. First Break all the Rules: What the World’s Greatest Managers Do Differently Pocket Books, 2005.
Capper S., Ginter, P. Leadership & Management: Cases and Context. Thousand Oaks, Sage. 2002.
Collins, J. Good to Great: Why Some Companies Make the Leap…and Others Don’t, New York, Collins Business. 2001
Collins, J. Good to Great and the Social Sectors: A Monograph to Accompany Good to Great, New York, Harper Collins. 2005
Kouzes J., Posner B. (2003) The Leadership Challenge. San Francisco, CA: Jossey-Bass. 2003
McClelland, D. Human Motivation. Glenview, IL Scott Foresman. 1985
Rowitz, L. Public Health Leadership. Gaithersburg, Maryland: Aspen Publications. 2001
Instruction Notes
The following notes refer to slides in the PowerPoint presentation: Leadership_SMDP.ppt. Suggested actions and script for the instructor are located in the Script/Key Points section of each slide. Also included are references to the slide number and page number in the participant workbook, as well as instructions on when and how to use the exercises. Use these materials as you prepare for your session and to guide you during the workshop. Be sure to refer participants to the appropriate page number in their workbook throughout the session.
Script for the facilitator to SAY is written like this.
Instructions for the facilitator to DO are written like this.
Icon Glossary
SPECIFIC SLIDE FOR USE DURING THE EXPLANATION
FLIPCHART USE
SUPPLEMENTAL INFORMATION TO HELP PERFORM A TASK MORE EASILY
SMALL GROUP EXERCISE
QUESTION FOR FACILITATOR TO ASK PARTICIPANTS
VIDEO PRESENTATION
Icon Glossary | ix
INTRODUCTION TO Leadership n
Course Instruction
Introduction
Workshop Introduction
Expected Time: 10 minutes
/ Introduction to LeadershipWORKBOOK CLOSED
SCRIPT/KEY POINTS
· / Welcome class & introduce yourself.
· / Introduce any dignitaries.
· / Have participants introduce themselves & their expectations for the workshop.
· / Explain any housekeeping, such as break times, fire drill, and restroom location.
· / Explain their workbook: they will use it to complete exercises and take notes.
· / Copies of PowerPoint slides are not needed and should not be given out.
/ The only definition of a leader is someone who has followers
WORKBOOK CLOSED
SCRIPT/KEY POINTS
· / Important! To the facilitator: this workshop is intended as an introduction to leadership. Its purpose is to provide opportunities to reflect and discuss basic components of effective leadership. The emphasis with all exercises should be on discussion, with the participant workbooks being used to guide the discussion and record points that resonate with each individual.
It is intended to be highly interactive, allowing participants to provide examples of good leadership from their personal observations. For this reason there are few examples of public figures, as it is difficult to deduce from public personas the actual work environment they had created. /
· / What do you think of this quote? /
· / You don’t have to be in a position of authority to be a leader. But you do have to have followers! Unlike a flock of geese, you will be leading a unique group of individuals.
· / As a leader, you will set the vision and the tone of the work environment, so the whole team is working toward the same goal.
/ Learning Objectives
WORKBOOK PAGE: ii
SCRIPT/KEY POINTS
· / Review Learning Objectives
· / When you complete this course you will be able to:
- Explain the role of the leader in setting the tone of the work environment
-Identify the necessary factors which motivate others to follow a leader
- Explain the importance of effective communication with teams and work units
· / Notice that today we are talking about leadership in the big picture sense-we are not talking about managing specific employee behaviors or leading a specific program.
Introduction to Leadership
Introduction to Leadership
Expected Time: 25 minutes
The Age of AIDSWORKBOOK CLOSED
30 minutes
SCRIPT/KEY POINTS
· / Be sure the video is ready to run.
· / Let’s begin by watching a short video about an African woman. Her story began when her husband was struck with AIDS.
· / Show video. The video is 20 minutes.
· / Ask for initial questions or comments. Then proceed immediately to the exercise.
/ Exercise 1 – The Age of AIDS
WORKBOOK PAGE: 1 /
10 min
SCRIPT/KEY POINTS
· / Complete the questions on page 5 of your workbook. Then turn to your partner next to you, and explain your answers. You have 5 minutes.
· / Debrief by asking each table to answer a different question.
Traits of a Leader
Behaviors and traits of leadership
Expected Time: 40 minutes
/ What do you expect of a leader?WORKBOOK PAGE: 2
SCRIPT/KEY POINT
· / Call on individuals and ask them for an adjective that describes a leader. /
· / We certainly ask a lot of our leaders, don’t we!
· / It may seem difficult to define what it takes to make a great leader. Some may say “I know one when I see one.” But there are common traits or behaviors even though each leader is unique. By observing the behaviors of leaders who have been successful, we can decide how to incorporate those behaviors in our own situations.
· / Can one person have all these attributes? Are some more important than others? /
· / We would probably agree that all public health leaders should always have some of these characteristics, such as honesty and being respectful.
· / In some circumstances, however a leader may exhibit different characteristics. For example, would it be appropriate for a leader to be decisive in some cases and cooperative in others? /
/ Exercise 2 – Traits of Leaders
WORKBOOK PAGE: 2 /
15 minutes
SCRIPT/KEY POINTS
· / We all know of great leaders in history and in current events. Who are some great leaders in history?
Sample answers: Nelson Mandela, Martin Luther King, Mahatma Gandhi.
· / But there are also great leaders all around you. We can read about the workstyle of the great leaders of history, but we can also learn from the day-to-day behaviors of the great leaders we encounter in our own work.
· / Take 5 minutes to think about people in your work environment and personal life who exhibit great leadership and record your thoughts in your workbook.
· / Allow 10 minutes for discussion. Probe further by asking what types of challenges they faced and how they responded. It is likely that powerful examples will arise that demonstrate that leaders are all around us. Emphasize that these are the people that we can learn from as we observe them on a regular basis.
/ Exercise 3 – Common Leader Characteristics
WORKBOOK PAGE: 3 /
20 minutes
Source: Characteristics of admired leaders, Public Health Leadership: Putting Principles into Practice, p. 22-23
SCRIPT/KEY POINTS
· / Turn to page 3 of your workbook and take 2 minutes to review the list of characteristics. Choose the 5 that you think are most important. If you want, you can use the empty boxes to prioritize behaviors that are not listed.
· / While participants are working, move the flip chart with the behaviors into a central location in the room. Distribute sheets of sticky dots, 5 per person.
· / After you have finished, take 5 sticky dots and come to the flip chart and mark the behaviors you chose.
· / Ask for an assistant to help you compile the results. Debrief the activity by noting the top 5 that the class selected, and also any traits that were not at all selected.
· / What do you think of your classmates’ responses? There is something to be said for group wisdom—so circle the 5 behaviors that came out as most important.
· / Studies were done in 1987 and 1995. In 1987 the top 5 responses were honesty, forward-looking, inspiring, competent and fair-mindedness. In 1995 honesty was still first, but the order of the remaining four changed to competent, forward-looking, intelligent and fair-minded. Can any of these characteristics be learned, or are they unchangeable?
Leadership in the Work Environment
Leadership in the work environment
Expected Time: 10 minutes
/ Leaders influence the work environment regardless of their presenceWORKBOOK PAGE: 4
SCRIPT/KEY POINTS
· / The leader’s style and behavior can strongly influence the environment of the rest of the workforce.
· / If you have a leader who is never around, what would that say to you?
Allow discussion. Point out that some could feel neglected and that she does not care about them, while others could feel empowered and that she trusts them to run the operation without oversight. /
· / So whether a leader is physically in the office or not, as a leader he is making a statement.
· / A decision such as how often you are in the office, or how much you stay in your office sets the tone and can affect the work environment. There’s an acronym in management in American business: MBWA—Manage By Walking Around. Leaders and managers who maintain regular contact with employees gain tremendous insight about how work is actually done.
· / How would the manner in which the leader directs the work affect the environment?
Lead short discussion. Refer to the WHO job aid on supportive work environments. /
· / How might the manner in which the leaders directs the work change depending on the situation? /
· / This could include how employees are chosen for job assignments, how much direction they are given in how to complete the work, what work gets done.
· / A leader can also affect the environment by the coalitions and partnerships he forms, both within and outside the organization. He could convey an attitude of mistrust of others, or of collaboration and cooperation.
· / How does a leader set the work tone?
By how he handles relationships with his subordinates, the honesty he demonstrates, the work ethic he promotes. /
· / What do we mean by work ethic? It’s the manner in which you get your work done and demonstrate work/life balance. Are you there to do the minimum possible, watching the clock until it’s time to go home? Do you go the extra mile, work late or on weekends if needed, and seek creative solutions to problems that others give up on?
Motivation