CONCEPT OF LEADERSHIP
13. "Leadership is about articulating visions, embodying values, and creating the
environment within which things can be accomplished. " (Richards & Engle, 1986)
14. "Leadership is the ability of an individual to influence, motivate, and enable others
to contribute toward the effectiveness and success of the organization" (House et
al., 1999)
While the understanding of leadership according to social sciences according to
some figures :
1. "Leadership is the influential increment over and above mechanical compliance
with the routine directives of the organization" (Katz & Kahn, 1978: 528)
2. "Leadership may be considered as the process (act) of influencing the activities of
an organized group in its efforts toward goal setting and goal achievement"
(Stogdill, 1950:3)
Of the various definitions of leadership according to some experts, it can be
concluded that leadership is an attempt to influence, guide, motivating and inspiring
others to achieve the goals of the organization or group. Leadership involves 7 things :
leader, influence, follower, intention, shared purpose, change, and personal responsibility.
1.3 Role of Leaders
The core problem for leader in organization involves getting others to do what is
necessary to accomplish the organizations goals. This is complex process, because the
goals as well as the means for accomplishing them are often unclear, subject to
discussion or negotiation, and can change over time.
Once goals are determined, leaders must find a way to create the conditions that will
cause (or allow) subordinates to work hard and to direct that work toward organizational
ends. This may call for many different kinds of influence behaviour aimed in many
directions; negotiating a larger budget; getting other departments to deliver accurate and
timely information; providing vision, direction or training to subordinates; simplifying or
complicating work; obtaining a deserved salary increase for someone, and so forth. All
these activities-up, sideways, and down-ultimately are aimed at getting others, especially
Leaders are troubleshooters. When the team has problems and asks for assistance,
team leaders sit it on meetings and try to help resolve the problems.
Troubleshooting rarely involves technical or operational issues because the team
members typically know more about the tasks being done than does the team
leader. The leader is most likely to contribute by asking penetrating questions,
helping the team talk through problems, and getting needed resources from
external constituencies.
2.
Leaders are conflict managers. When disagreements arise, they help process the
conflict. They help indentify issues such as the source of the conflict, whos
involved, the issues, the resolution options available, and the advantages and
disadvantages of each. By getting team members to address questions such as
these. The leader minimizes the disruptive aspects of intrateam conflicts.
3.
Leaders are coaches. They clarify expectations and roles, teach, offer support,
cheerlead, and do whatever else is necessary to help team members keep their work
performance levels high.
A leader leads, he does not push. He pulls his followers to heights of
accomplishment they may not have believed were possible. A leader knows the
individual characteristics of his key followers, knows what qualities will elicit their best
efforts, and is developer of at least some of his followers. The consequence and
satisfaction to thos being led are of prime importance. A leader serves at the same time
he leads. He has an ability to awaken emotional as well as rational powers of the
follower. He can incite others. In fact, leadership appears to be more emotional than
intellectual or rational. The leader realizes this and seeks to cultivate the emotional
nature of the followers. He knows that power comes from dedication, not knowledge
alone (Terry, 1972).
1.4 Distinguishing between Leader and Leadership
a. Leader
A leader has to implement a personal agenda, and the organizational agenda.
The personal agenda consists of the goal close to the leaders heart. The organizational
agenda establishes the framework within which all work is done. Employees must
know what is to be done, when it is to be done, and their part in making it happen. The
good leader must be able to state the agenda in a few sentences that everyone can
grasp. Moreover, a leader needs to have a pragmatic and understandable operating
philosophy. The framework of an operating philosophy is created from learning,
innovating, and deciding.
A leader may not recognize the personal characteristics that cause
people to follow him or her, but the followers respond to those
characteristics (Crosby, 1997).
Since the process of leadership cannot be separated from the person as leader,
the following traits and talents are required for an individual who will adequately
fulfill the role of leader: character, charisma, switching mindsets, and know-how.
1. Character: Sheehy (1990) argued that character is the most crucial and most
illusive element of leadership. As applied to human beings, it refers to the
enduring marks in our personality which includeour inborn talents as well as the
learned and acquired traits imposed upon us by life and experience.
2. Charisma: The function of a charismatic leader is the vital part of leadership.
Charismatic leaders are able to express themselves fully. They also know who
they are, what their advantages and disadvantages are, and how to completely use
their advantages and compensate for their disadvantages. Moreover, they know
what they want, why they want it, and how to communicate what they want in
order to gain cooperation and support from others (Bennis, 1989).
3. Switching mindsets: The leaders success in confronting challenges rests entirely
on the leaders ability to change mindsets, create new realities and thereby see
new alternatives and possibilities. A mindset is a consistent but unexamined
framework of assumptions and viewpoints about the nature of reality as it pertains
to business. It is a lens or a filter that controls your mind, your thoughts, your
perceptions and your actions. Through switching leaders' mindsets, leaders could
alter the entire range of business actions and solutions available to achieve new
success in leadership.
4. Know-how: Leadership in different areas requires different technical expertise.
Bennis (1989) stated that leaders must possess "business literacy" (p.89). That is,
leaders must have knowledge of and be experts at what they are doing. Leaders
must have horizontal and vertical knowledge of how the business works and a full
understanding of what is required to do the task well.
b. Leadership
As an adjective, Leadership is deliberately causing people-driven action in a
planned fashion for the purpose of accomplishing the leaders agenda (Crosby, 1997).
All forms of leadership must use power. However, power needs not be coercive,
dictatorial or punitive to be affective. Instead, power can also be used in a noncoercive manner to orchestrate, mobilize, direct and guide members of an institution
or organization in the pursuit of a goal or series of objectives (Thomas, 2011).
Peters and Waterman (1982) stated that "The real role of leadership
is to manage the values of an organization" (p. 255).
All leadership is value laden. Also, all leadership, whether good or bad, is
moral leadership. Leadership is a process of influence which involves an ongoing
transaction between a leader and followers (Hollander, 1978). Leadership, however,
does not exclusively reside in the leader. Rather it is a dynamic relationship between
leaders and followers alike. Leadership is always plural; it always occurs within the
context of others.Leaders and followers intend real changes. All forms of leadership
are essentially about transformation (Rost, 1993).
Transformation is about leaders and followers intending to pursue real changes
actively. Leadership is not about maintaining the status quo; it is about initiating
change in an organization instead. The process of leadership always involves a certain
number of transactional changes.
The important requirement of the leadership process is for leaders to
remember the followers to pursuit their mutual purposes and goals. Through education
and training, leaders must serve as effective teachers or mentors to make their
followers co-responsible in the pursuit of their mutual purposes and goals (Nanus,
1989). Leadership is an extension of the leaders beliefs. A highly personal core
competence is only from within the leader. In leadership and the customer revolution,
Rick Tate (2003) said Leadership touches the heart and soul.
Managers
Take an impersonal,
passive outlook.
Goals arise out of
necessities, not desires.
Leaders
Take a personal, active
outlook, shape rather
than respond to ideas,
alter
moods,
evoke
images, expectations.
Change how people think
Conceptions
of work
Realitions
with others
Sense
self
of
Tabel 1.2 Difference between managers and leaders of Warren Bennis (1991) :
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Manager
Administers
Is a copy
Maintains
Focuses on systems and structure
Relies on control
Has a short-range view
Asks how and when
Has his eye on the bottom line
Imitates
Leader
Innovates
Is an original
Develops
Focuses on people
Inspires trust
Has a long-range perspective
Asks what and why
Has his eye on the horizon
Originates
8
10.
11.
12.
Challenges it
Is his own person
Does the right thing
Leader
Give direction: find a way forward,
communicate a clear direction,
identify new goals, services and
structures
Offer inspiration: have ideas and
articulate thoughts that motivate
others
Build teamwork: use teams as the
most effective form of leadership,
spending their time building and
encouraging collaboration
Tabel 1.4 Difference between managership and leadership of Stoner, Freeman, Gilbert in
Danim (2008) :
Managership
Building and maintainingan
organizational structure
Path following
Doing thing right
The manager maintains, relies and
control
A preoccupation with the here-andnow of goal attainment
Leadership
Building maintaining an organizational
culture
Path finding
Doing the right thing
The leader develops, inspires trust
Focused on the creation of a vision
about a desired future state
9
10
Managers
Task oriented
Directs
Industrious
Action oriented
Efficient
Short term planner
Implementation oriented
Program oriented
Recruits talent
Focuses on details
Provides staff work
Operators in internal politics
Oversees
See parts of the whole
CHAPTER II
THEORY OF LEADER
2.1 Trait Theory
Trait theories can be described as a branch of the Great Man Theory. These
theories hypothesize that the specific traits of an individual give them better propensity to
be a leader. These personality traits or behavioral characteristics are inherent in the family
and passed on genetically. This theory emphasizes that leaders share many common traits
and characteristics that make them successful.
The theory was popularized in the 1937 by Gordon Alport and Hans Eysenck
(1947). Trait theories of leadership differentiated leaders from nonleaders by focusing on
personal qualities and characteristics. (Stephen P. Robbins, 2008).
According to Eysenck (1947) this theory based primarily on physiology and
geneticsinterested in temperament (the aspect of personality that exists from birth).
Divided personality into two biologically-based categories of temperament:
Extraversion/Introversion
a. Extraversion characterized by being outgoing, talkative, and in need of external
stimulation
b. Eysenck's arousal theory of extraversioneverybody has certain optimal level of
arousal at which he/she performs best
1. extraverts chronically under-aroused and need external stimulation to bring them
up to an optimal level of performance
2. introverts chronically over-aroused and need peace and quiet to bring them to an
optimal level of performance
Neuroticism/Stability
11
b.
c.
d.
Psychoticism
Further research demonstrated the need for a third category of temperament is
Psychoticism/Socialization. These are people with tendencies to psychosis, meaning that
they are more likely to have problems dealing with reality. Psychotic people sometimes
12
have hallucinations and often have delusions such as odd beliefs about being watched.
(Hans and Sybil Eysenck, 1947).
2.2 Behavioral Theory
Douglas McGregor (1906 - 1964) is one of the forefathers of management theory.
McGregor developed a philosophical view of humankind with his Theory X and Theory
Y in 1960. His work is based upon Maslow's Hierarchy of Needs, in that he grouped the
hierarchy into lower-order needs (Theory X) and higher-order needs (Theory Y). He
suggested that management could use either set of needs to motivate employees, but
better results would be gained by the use of Theory Y, rather than Theory X. (McGregor,
1960).
These two opposing perceptions theorized how people view human behavior at
work and organizational life :
a. Theory X
This is the authoritative and traditional style of management. Theory X
managers assume that people are lazy, don't want to work and it is the job of the
manager to force or coerce them to work. People are viewed as a "cost" that must be
monitored and controlled. It is based on three basic assumptions:
1. The average person inherently dislikes work and will avoid it if at all possible.
2. Most people have to be coerced, controlled, directed and threatened to get them to
work towards organizational goals.
3. The average person prefers to be directed, avoids responsibility, isn't ambitious
and simply seeks security.
In practice Theory X managers tend to be autocratic and controlling, and feel
it is up to them to ride people and make them do their work. These managers tend to
micro-manage, be extremely task oriented and not put much emphasis on building
13
14
2.3
Contingency Theory
Because of the perceived failure by researchers to obtain consistent results from
15
1) Task-oriented leaders tend to perform better in situations that are either very
favorable to them or which are very unfavorable (category I, II, III, VII, or
VIII).
2) Relationship-oriented leaders perform better in moderately favorable
situations (categories IV through VI).
3) Recently Fiedler has condensed these eight situations down to three based on
the degree of control: task-oriented leaders perform best in situations of high
and low control while relationship-oriented leaders perform best in moderate
control situations.
e) Using the Model to Improve Leadership Effectiveness. Because Fiedler believes
an individuals leadership style is fixed, there are really only two ways to improve
leader effectiveness:
1) Change the leader to fit the situation.
2) Change the situation to fit the leader. This can be done by restructuring tasks
or increasing/decreasing the power the leader has to control factors such as
salary increases, promotions, and disciplinary actions.
f) Fiedler Contingency Model Summary. Considerable evidence supports substantial
parts of Fiedler's model. In the more recent and simplified version of the model,
there is even stronger evidence to support its conclusions. However, the LPC
questionnaire is problematic and the contingency variables are complex and
difficult for practitioners to assess, making this a difficult model to use on a
practical basis.
2. Leader-Member Exchange (LMX) Theory
Unlike the other leadership theories mentioned thus far, the LMX theory does
not assume that managers treat all workers the same way.
a) Grouping.
Because of time pressures, leaders establish a special relationship with a small
group of their
followers:
receive
disproportionate amount of the leaders attention and are more likely to receive
special privileges. Out-group members get less of the leaders time, fewer of the
16
b) Leader Behaviors. Unlike Fiedler, House assumes leaders are flexible and that the
same leader can display any or all of the necessary behaviours for effectiveness in
a given situation. There are four identified leadership behaviors in this theory:
1) Directive: these leadership behaviors include letting followers know what is
expected of them, scheduling work to be done, and giving specific guidance as
to how to accomplish tasks.
2) Supportive: these behaviors include being friendly and showing concern for
the needs of followers.
3) Participative: the leader consults with followers and uses their suggestions
before making a decision.
4) Achievement-Oriented: the behaviors for this type of leader include setting
challenging goals and expecting followers to perform at their highest level.
c) Contingency Variables. This theory proposes two classes of contingency variables
that moderate leadership behavior:
1) Environmental Variables: factors that are outside the control of the employee
such as task structure, the formal authority system, and the worker. These
variables determine the type of leader behavior required for outcomes to be
maximized.
2) Employee Characteristics: variables such as locus of control, experience, and
perceived ability, which are the interpersonal characteristics of the employee.
These variables determine how the environment and leader behavior are
interpreted.
d) Path-Goal Theory Predictions. The theory proposes the leader behaviour will be
ineffective when it is redundant with the sources of environmental structure or
incongruent with employee characteristics. Specific predictions (i.e., effective
matches between leadership behaviors and contingency variables) include:
1) Directive leadership behaviors are more appropriate when tasks are ambiguous
or stressful.
2) Supportive leadership is more effective when employees are performing
structured tasks.
18
19
20
b. R2 at this level, people might be willing to work on the task, but they still dont
have the skills to complete it successfully. The person is, therefore, unable but willing
or motivated.
c. R3 Here, people are ready to perform the task. They will be called able but
unwilling or insecure.
d. R4 These people are able to work on their own. They have high confidence and
strong skills, and theyre committed to the task. They are, therefore, able and willing
or motivated.
21
CHAPTER III
CHARACTERISTIC, TYPES AND STYLE OF LEADERSHIP
3.1 Characteristic of Leardership
Leardership Characteristics are certain traits, capacities, motives and pattern of
behavior that differentiate leaders from non-leaders (Kirikpatrick and Locke
1991).Whereas there was not a single trait or characteristic wich identified effective
leadership (Lear,1989) there was a consistent list ot traits that distinguished leaders from
non leders ( House & Aditya, 1997). Accordingly, many researchers in their studies have
focused on laeder traits and presented list of leader traits and atributes.
Tabel 3.1 Major leader traits and attributes, 2000-2007
Zaccaro, Kemp, & Bader (2004)
Cognitive capacities
Personality
Motives and needs
Social capacities
Problem-solving skills
Northouse (2004)
Intelligence
Self-confidence
Determinan
Integrity
Sociability
Tacit knowledge
Source: Provided the results of previous reviews of the trait approach to leadership for the
years between 2000 and 2007.
Tabel 3.2 Major leader traits and characteristics, 1990-1999
Gadner (1990)
Krikpatrick and
Youngjohn (1999)
and
Locke (1991)
Drive
Charisma
and
Leadership Motivation
Management skilla
judgment-in-action
Willingness to Accept
Decision making
Responsibilities
Task competence
Understanding
Self-confidence
Cognitive ability
Dominance
Energy
Physical
vitality
stamina
Intelligence
of
followers
Skill in dealing with
people
Need to achieve
Knowledge
of
the Self-monitoring
business
Technical
22
knowledge
Adjustment
Creativity
Capacity to motivate
Courage,
resolution,steadiness
Capacity to win and
hold trust
Capacity to
Extraversion
manage,
Trainable traits
Knowledge of the business
Self- confidence
effective leadership was one of the most important factors that effected organizational
success.
3.2 Type and Style of Leadership
3.2.1 Autocratic leadership style
A leadership style where the leader make decisions without consulting their
team members, even if their input would be useful. In Lewins experiments he found
that caused the greatest discontent.
An autocratic style works best when:
a) There is no need for team input on the decision.
b) Where the decision would not change as a result of input actions would not be
affected whether they were or were not involved in the decision-making.
c) This style can be demoralizing, and it can lead to high levels of absenteeism
and staff turnover.
3.2.2 Democratic leadership style
A leadership style where the leader make the final decisions, but include team
members in the decision-making process. Democratic decision making usually
appreciated by the people, especially if they have been used to autocratic decisions
with which they disagreed. As a result, team members tend to have high job
satisfaction and high productivity.
3.2.3
24
Bureaucratic leadership
An autocrat does not require a bureaucracy, but the autocrat and the
bureaucracy goes together like a hand and glove. One reason has be do with
obedience to authority. In fact, one can make an argument that in large groups such
as the multinational corporations and government agencies authority is the most
common type of influence used. Universities, hospitals, banks and government
usually require this typeof leader in their organizations to ensure quality, increase
security and decreasecorruption. Leaders who would like to speed up the process
3.2.5
25
They are persuasive and make very effective use of body language as well as verbal
language.
3.2.6
Transactional leadership
The transactional leader style give certain tasks to perform and provide
rewards or punishments to team members based on performance results. Managers
and team members set predetermined goals together, and employees agree to follow
the direction and leadership of the manager to accomplish those goals. The manager
possesses power to review results and train or correct employees when team
members fail to meet goals. Employees receive rewards, such as bonuses, when they
accomplish goals.
3.2.7
Transformational leadership
The transformational leadership style depends on high levels of
communication from management to meet goals. Leaders motivate employees and
enhance productivity and efficiency through communication and high visibility. This
style of leadership requires the involvement of management to meet goals. Leaders
focus on the big picture within an organization and delegate smaller tasks to the
team to accomplish goals.
3.2.8
Paternalistic leadership
The way a paternalistic leader works is by acting as a father figure by taking
care of their subordinates as a parent would. In this style of leadership the leader
supplies complete concern for his followers or workers. In return he receives the
complete trust and loyalty of his people. Workers under this style of leader are
expected to become totally committed to what the leader believes and will not strive
off and work indepedently. The relationship between these co-workers and leader are
extremely solid. The workers are expected to stay with a company for a longer
26
period of time because of the loyalty and trust. Not only do they treat each other like
family inside the work force, but outside too. These workers are able to go to each
other with any problems they have regarding something because they believe in
what they say is going to truly help them. One of the downsides to a paternalistic
leader is that the leader could start to play favorites in decisions. This leader would
include the workers to follow and start to exclude the ones who were less loyal.
3.2.9
Servant leadership
The servant leader facilitates goal accomplishment by giving it steam
members what they need in order to be productive. This leader is an instrument
employees use to reach the goal rather than a commanding voice that moves to
change. This leadership style, in a manner similar to democratic leadership, tends to
achieve
the
results
in
a slower
timeframe
than
other
styles,
although
3.2.10
Visionary leadership
Early ideas on visionary leadership were developed via the sociologist Max
Webers notions of charisma and the transformational and charismatic leadership
theories of the historian James MacGregor Burns and the management scholar
Robert House. The vision thing is something all great leaders have.Visionary
leadership is said to have positive effects on follower outcomes, resulting in high
trust in the leader, high commitment to the leader, high levels of performance among
followers, and high overall organizational performance. Leaders need a vision, but
great leadership turns that vision into reality.
27
28
3.2.11
29
SUMMARY
Leadership is the ability to influence, direct, motivate others to achieve the
goals of the organization or group. In leadership, the needs of authority, feeling
sensitive to the led, and intellectual is necessary.
In the leadership style,someone or leader cant be stand just had one style in
their company field. That means if the leader just on use one style, the company
cant be survive in the future. Not only just in leader, but in employee,
organization also happen like that
30
CHAPTER IV
A WAY TO BUILD THE LEADERSHIP SOUL
31
32
33
34
35
leadership. Unselfish, loyal, and benevolent concern for the good of others
- even the unlovable - is key to effective leadership in todays schools.
John Hoyle and Michael Fullan suggest that school administrators apply
love as the key to high performance and problem solutions. The concept of
spiritual leadership in educational administration is new. Effective leaders
have a sense of spiritual awareness beyond mere religious doctrine to help
gain a sense of profound connection to human issues and problems beyond
themselves. Spiritual leaders sense a power greater than mere human
knowledge and experience.
One inclusive definition of leadership effectiveness is the
successful exercise of personal influence by one or more people that
results in accomplishing shared objectives in a way that is personally
satisfying to those involved. This definition arouses controversy when
examined from perspectives based on behavior in different contexts.
Although this definition most comfortably applies to the interpersonal,
small-group, and network levels found within typical work environments,
in almost all political arenas and in some huge organizations, leadership
effectiveness will be defined differently.
For organizations in which members or employees are significantly
affected by decisions and actions that take place at a distance with only
representative participation at best, leadership effectiveness is the
successful exercise of personal influence attempts by one or more people
that results in accomplishing organizational objectives congruent with a
mission while earning the general approval of their constituencies (in the
36
37
38
39
time-out, left the room, came back with an easel with lots of paper on it,
and started writing a bunch of things down (Warner 2002, 84).
By the meetings end, ONeill had recorded 100 suggestions - and
was facing a decidedly less angry mob of dealers. Fin said, I cant work
on all of these at once, so lets pick the top 10, and thats where Ill start
(Warner 2002, 84). The dealers remember that as Hyundais defining
moment. It was the day that somebody took charge. Its when we got
leadership (Warner 2002, 84). Apparently ONeills influence in
stimulating the groups development of a set of shared objectives and
helping it move toward those objectives got immediate results. His action
provided momentum for desired change in a consultative fashion involving
all the dealers wanting to participate.
As ONeill began to organize the company to solve the issues
raised at that meeting, the turnaround began, and the disarray ended. The
board, seeing progress being made and still not having chosen a new CEO,
appointed ONeill to the position - a person who is self-described as not a
car guy. However, he knew what was needed and exercised effective
leadership as defined here.
4.2.4 Evaluating Leadership Effectiveness (Personal)
If being effective is important, it should be measured. How do we
know we are effective leaders? We have many ways to ascertain
performance. We cannot always easily know that our followers are
satisfied and that objectives are being met. Regular, observable feedback is
more likely at the small-group level than at the institutional level. Where it
40
41
42
43
ego driven.
Is a people person. Understands the differences that make people
unique and is able to use those individual skills to achieve the goal.
3)
b. Leadership Skills
Beyond the personal traits of a leader, there are specific skills
someone must master if they want to be a leader.
1) Effective communication - it's more than just being able to speak
and write. A leader's communication must move people to work
toward the goal the leader has chosen.
2)
3)
4. Bottom Line
Leaders dream dreams. They refuse to let anyone or anything get in
the way of achieving those dreams. They are realistic, but unrelenting.
They are polite, but insistent. The constantly and consistently drive
forward toward their goal.
A good leader must have more than skill to leading. but must have
Qualities of a Good Leader. according of Ferguson, These are qualities that
can be learned and improved upon over time to be a good leader:
1. Innovative and Confident
Leaders must be able to do the job, but ability alone is not enough.
True leadership requires a willingness to be bold, to consider unusual
approaches to problems, to do more than just follow tried-and-true
methods. Leaders are self-confident and have no need to put others down
to feel good about themselves. They are willing to stand up for their ideas
and debate them with others. This kind of intellectual competition is
characteristic of a good leader. In Planning for Nonplanners, Darryl Ellis
and Peter Pekar, Jr. call this characteristic constructively competitive.
They also note that exceptional leaders know how to be competitive
without alienating others
2. Respectful of Others
Maintaining the balance of competing with the respect it may be
difficult for young employees who think the way forward is to outshine
their colleagues. But both workers and supervisors as leaders must respect
each other. if it does not respect the work colleagues certainly would not
be motivated to cooperate with you.
3. Ethical
45
Ethics are a code of rules about how we act toward others. They
deal with right and wrong.It is extremely important that you act ethically
in all aspects of your lifeat home, school, and at work. As a leader, you
set the tone for your entire organization. Your followers will constantly be
observing your words and actions, so it is key that you act ethically in
every instance. Be sure that you understand your organizations ethics
policies and have the conviction to uphold them.
4. Courteous
In Why Employees Dont Do What Theyre Supposed to Do and
What to Do About It, Ferdinand F. Fournies reminds leader to treat their
members with such common courtesies as saying please and thank
you, apologizing for being late to a meeting, and not interrupting people
while they are speaking. Other leaders in business and industry
recommend the golden rule: Treat others as you would like to be treated.
SUMMARY
Leader is the person who leads or command a group, organization
or country. He followed by others because of his/ competence, integrity,
capability that more than others. Many factors that made someone be a
leader even a good leader. The most important difference between leader is
about his/her ability to inspire others. Leader inspires others with ability,
but a good leader inspires them apart with the ability to also confidently
(motivate).
46
CHAPTER VI
LEADERSHIP IN PUBLIC HEALTH
47
their effectiveness. The major governing paradigm today relates to the core
functions and essential services of public health.
6.1 Public Health Leadership Principles
Louis Rowitz (2003) explained that one way of filling out the
definition of public health leadership in particular is to consider some of the
principles that public health leaders should use to guide their action.
Following is a list of 16 such principles.
1) Principle 1
The public health infrastructure and the system in which it is
embedded must be strengthened by utilizing the core function of public
health and its essential services as a guide to the changes that should occur.
The future of public health will be determined by the way in which core
functions are carried out and essential services are provided. Public health
leaders must evaluate the health status of the population, evaluate the
capacity of the community to address its health priorities, and implement
preventive measures to reduce the effect of or even avoid public health
crises. Leaders must not rely on the current assurance models (service
interventions) but need to implement new assurance models built on
integrated and collaborative system of service and program delivery.
Leaders must also help to restructure the policies and law that govern
health and public health. Leaders must be policy makers who have a view
of the future grounded in the realities of the present and built on the
experiences of the past.
2) Principle 2
48
49
every citizens responsibility. Public helath leaders can play a critical role
in helping the community move from a value system based on dependency
to one based on shared responsibility. Public health leaders in the human
services field are thus the true servant leaders.
4) Principle 4
Local and state public health leaders must work together to protect
the health of all citizens regardless of gender, race, ethnicity, or
socioeconomic status. Public health leaders firmly believe in the principle
that all people are created equal. Public health leaders see that they have a
responsibility to press for improvements in health care. They also have a
responsibility to develop health promotion programs for women as well as
men.
Cultural and ethnic groups often have difficulty in accessing health
programs because of color, language, or socioeconomic status. Public
health leaders have important taks to perform in protecting the rights of the
unserved and underserved. We live in culturally diverse society. Our
diversity is a strength as well as a weakness. Public health leaders must
deal with their personal prejudices each day and consciously move beyond
them to create a public health system that respect the needs of every
citizen.
5) Principle 5
Rational community health planning requires collaboration
between public health agency leaders, the local board of health (if such a
board exists), other local and county boards, and other external community
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people are natural leaders with the talents necessary for successful
leadership but nonetheless need to develop their leadership abilities.
In fact, public health leaders must continuously work to develop
their leadership skills. Leaders never stop learning. Tehey are like
detectives who pick up clue after clue in order to find the solution to a
mystery. Leaders seek solution to challenges, but the attainment of new
knowledge is just as important for finding these types of solutions. Not
only that, but each solution leads to new challenges and the need for
additional learning.
8) Principle 8
Leaders must be committed not only to lifelong learning but to
their own personal growth. Self-esteem is a key factor in personal growth
and is essential to the personal competence necessary to cope with lifes
challenges.
The seven Rs of self-esteem:
1. Respect. It is necessary to respect and trust your employees.
2. Responsibility and Resources. Encouraging creativity
among
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organization. Finally, the leader has to anticipate future events and move
the organization forward in a manner that takes these events into account.
If it is clear that managed care organizations will provide medical
care for all members of a community need to get the public health
department out of the direct service business and into population-based
health promotion and disesase prevention.
13) Principle 13
Public health leaders need to be proactive and not reactive. Up to
the present, they have mostly tended to respond to public health crises as
they occurred rather than focus on preventing crises. A reactive stance will
probably always be aprt of the strategy aof any state or local health
department. Public health agencies and professionals need to develop
action plans to address the health needs of the citizens in their service area.
Assessment activities will help to evaluate the health status of the
community and give guidance for action. Action planning is more than
planning for a crisis, which is an anticipatory activity that assumes a
problem is on the horizon. Action planning is essentially preventive. Its
goal is to create programs to prevents the occurrence of problems rather
than create programs to deal with problems after they occur.
14) Principle 14
Each level of the public health system has a need for leaders. In
fact, a leader does not need to have an official position to be a leader, and
nonpositional power is likely to become more and more important.
However, a defined leadership position does not hurt. Change will come
from many different sources, and leaders will step forward to make sure
the required task are accomplished.
15) Principle 15
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then decide on the best strategies for improving health and engage in action
planning, which is oriented toward developing tacticts for meeting the
responsibilities of public health through the practice of the public health core
functions. Public health leaders also need to monitor public health activities to
ensure they are effective.
6.2.1
Assessment Practices
There are three organizational practices tied to the core function of
assessment. The first, which concerns the health need of community,
involves establishing a systematic needs assessment process that is
coordinated by the local health department and its leadership team and
directed toward gathering data on the health status and health needs of the
community.
The second practice involves the investigation of health hazards in
the community, especially timely epidemiological research to identify the
magnitude of the health problems, their duration and location, health
trends, and populations at risk.
The third practice is the analysis of identified etiologic and
contributing factors that place certain segments of the population at risk
for adverse health outcomes. Public health leaders need to understand how
to analyzed data and how to use dat for decision making.
6.2.2
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6.2.3
Assurance Practices
The final four organizational practices are associated with the
assurance core function. The seventh involves managing resources and
developing an organizational infrastructure to carry out the public health
agenda. Critical leadership and management skills are necessary for the
acquisition, allocation, and control of human, physical, cultural, and fiscal
resources. Managing resources also encompasses maximizing the
operational functioning of the local health system through the coordination
of community agencies efforts and the avoidance of the duplication of
services. Public health leaders will search for new resources and alter their
organizations to better reflect changing health priorities in the community.
The
eighth
organizational
practice
involves
action
plan
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Table 6.1
Core Functions
Assessment
Organization Practices
Leadership Activities
1. Asses the health needs of the community.
Lead the community assessment prosess.
2. Investigate the occurrence of health effects and health
Collect and utilize information to enhance the investigation.
hazards in the community.
3. Analyze the determinants of identified health needs.
Integrate data with decision making.
4. Advocate for public health, build constituencies, and Build coalitions, empower others, engage in public health
Policy development
6. Develop plans and policies to address priority health partners to set priorities.
needs
8. Implement programs.
Assurance
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always been a fact of life. To set the changes of health care and public health
professionals should be involved in the development level and politics. For it
is necessary to develop a vision for public health. And in realizing this vision,
the professional must have the skills and competencies leadership. Skills and
competencies of leadership in public health is in communication skills, skills
in planning, decision-making skills, conflict resolution and negotiation and
also cultural competency skills (Louis Rowitz). It is important o address
whatever health problems come up.
Change did not stop with the new millennium, neither in society in
general, nor in the area of public health. Therefore, public health leaders have
to be trained to work in an environment of constant change. Because different
eras bring forth different social circumstances, different types of leaders are
needed at different times. It is clear that leaders will guide social
developments whatever the social climate is.
This is clearly a time of major change in which leaders from all
segments of our society will need to address the issues that are causing the
change and arising out of the change. Leadership will be different in the future
where global stewardship and a view of the world that ignores boundaries will
guide our leadership activities. Protection of our environment and our
communities will also guide our activities. Quality of life issue will also be a
dominant factor in our thinking and work.
The challenge for public health leaders are invited different groups in
the community to solve the problem of public health importance. There is a
real risk in an effort to influence the political process. Government public
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health community and local, state, and federal might have conflicting agendas.
Special interest groups often seek to disrupt the public health agenda through
contributions to political parties and lobbying to prevent the passing of
legislation. If public health leaders are involved in the passage of legislation,
they need to monitor the impact of these laws.
Public health leaders must be more proactive and do not follow a lot of
people. In other words, they need to deploy a series of changes in public
health programs. Public health leaders have the leadership skills to improve
public health organizations, and they must apply it to the task.
In a society capable of renewal [leaders] not only welcome the future
and the changes it brings, but believe they can have a hand in shaping that
future. (John Gardner on Self Renewal). Therefore it is very important for
leadership in public health. Leadership in public health is :
1.
2.
3.
4.
5.
6.
7.
8.
Creativity in action
Ability to see the present in terms of the future
Vision with courage and fortitude to put the vision into reality
Flexibility with a commitment to change things for the better
Requires ability to work with others
Ability to back off when someone else is the better lead
To lead is also the willingness to follow
Ability to work within the context of an organization without letting the
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paradigm that governs public health, but it does not mean that they can not
change the paradigm. Leader proposed a new paradigm when the old
paradigm loses its effectiveness.
Public health leadership also play a role in policy-making and policy
development Policy development is a complex process when the participants
to consider alternative actions and determine alternative which will be applied.
A policy development process of the team, as well as many individuals and
organizations that may be involved, which include local health agencies and
state, elected officials, community groups, public health professionals, health
care providers and the private sector.
Public health leaders need to become advocates for their institutions.
Public health advocacy is seen as an important instrument for social change.
Public health leaders are responsible for protecting the health of community
members and develop appropriate interventions for community members in
the face of health problems or health risks.
Public health leaders reduce in advocacy is not just because they are
frustrated by the inability to gain acceptance in the communities they serve,
but also for advocacy be confused with lobbying. Lobbying is an activity
undertaken for the benefit of specific (usually by an organization or a group of
related organizations). Advocacy in support of public policy include changes
in the research, development policy statement, action plan, implementation,
and evaluation.
In an effort to empower community members to become selfadvocates, public health leaders need to understand that empowerment will not
work if the empowerment treated as a trend. Public health leaders, because of
their skills and their leadership positions within public health organizations
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tend to have more prestige as advocates of their health and have more control
than members of the public. The goal is to alert all members of society that
they have a voice in policy.
SUMMARY
There are health issues in the future, this has resulted in a change in
health care and public health. Changes require a professional should have the
skills and leadership competencies. The challenge for public health leaders are
invited different groups in the community to solve the problem of public health
importance. Public health leadership include a commitment to the surrounding
community and values. Public health leaders also play a role in policy-making
and policy development. Public health leaders need to become advocates for
their organization. As policy maker and as an advocate of public health leaders
are always assessing and evaluating the policies and laws that have been
established.
REFERENCES
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