Bài giảng Lãnh đạo - Lê Hoàng Minh

ÃL NH ĐẠO 
( LEADERSHIP) 
PGS, TS LÊ HOÀNG NINH
VIỆN VỆ SINH Y TẾ CÔNG CỘNG 
ĐỊNH NGHĨA 
„ Leadership is a word covering the human 
dimension of activities which initiate and 
foster the process of change
„ Includes issues such as nature, cultivation 
of vision and values
„ Understanding why change is needed, 
how it occurs, the role of leadership in 
managing and motivating change, 
importance of shared responsibilities 
CHỨC NĂNG CỦA LÃNH ĐẠO 
1. Conceptualizing/ understanding vision
2. Projecting/ communicating vision in own 
context
3. Initiating change/guiding change
4. Mobilizing commitment and support for change
5. Managing change-resolve conflicts and issues
6. Building of trust
ld b l d l h7. Bui ing sustaina i ity- eve oping ot ers
8. Confidence in one’s vision and oneself
Leadership in management 
„ Setting goals and objectives
„ Obtaining the commitment of others to reaching them
„ Require not only the manager’s basic ability but in 
addition the capacity to motivate enthuse energize , , 
them to work well and willingly towards goals in which 
they believe
“THE CAPACITY TO SECURE THE WILLING SUPPORT OF PEOPLE– 
IN ACHIEVEMENT OF THE ORG.’S WORTHWHILE” 
„ Depend on the exercise of interpersonal influence
h h k bl„ T e proactive approac : ta ing responsi e initiatives to 
change situaion and attitudes through the people is 
essence of leadership in management 
Leadership responsibilities 
diff l lat erent eve s
„ Different leadership functions evolve 
according to the leader position and 
nature of change sought 
„ Central level
I t di t l l„ n erme a e eve
„ Community level 
DEVELOPING A VISION 
„ Organizational vision: view of future which 
leader has committed his energies and 
enthusiasm to achieving
Vi i i ? i l d„ s on statements are mportant : s mp y an 
clearly so that reflects the essence of what is 
required and is not diluted by various conditions 
and details
„ Mission statement: what business are we in?
„ Visions are derived from ?: analysis of the past, 
present and future
COMMUNICATING THE VISION 
„ For the people know that the org is trying . 
to do they will be more likely to:
– Work in team together in a spirit of 
cooperation
– Set local and personal targets that relate to 
the vision
– Handle conflict more constructively 
COMMUNICATING THE VISION 
1 Verbal communication. 
„ Sender --------------------Æ receiver
Double messages filter 
a) filters: prejudices ; attitudes; expectations; 
self image
b) Double message: body, tone, voice
COMMUNICATING THE VISION 
„ 2 Non-verbal behaviors:. 
ƒ
ƒ Eyes, head and shoulder, mouth, body arms 
ƒ The most important aspects are: 
– Eye contact
– Smile
– Position of head
– Body posture
„ Empathy, trust, confidence
LEADERSHIP AND 
G OMANA EMENT FRAMEW RK
1. Adequate number of managers 
2. Appropriate competences: ( K, A,S 
and behaviors)
3. Enabling working environment ( 
l ibiliti t tro e, respons es, org. con ex 
and rule, supervision..)
4 Functional support system (. 
manage money, staff, information 
supplies
Ensuring adequate numbers 
„ A health manager: is someone who spends a 
substantial proportion of his/her time managing:
– Volume and coverage of service ( planning, 
implementation and evaluation)
– Resources : staff, budgets, drugs, equipments, 
buildings information, 
– External relation and partners including service users
„ “ when we talk about manager it is like a , 
hat which fits all the heads”
Appropriate competences 
“ h l d th i„ we ave earne e expens ve way 
that training on its own does not 
l t bl “so ve managemen pro ems 
Functional critical support system 
„ The main support system are:
– Planning
– Financial management
– Information/monitoring
– Human resource management
– Management: stock assets ( drugs building vehicles , , , , 
equipment 
„ “ health centers in one country had to record 11 
f ll h f d ki d Thi ku s eets o ata every wor ng ay. s too 
on staff member who had other clinical tasks up 
to 8 hours a day “ 
Creating an enabling working 
ienv ronment
„ The immediate working environment ( 
within health sector)
„ The wider working environment 
„ The broad cultural, political and economic 
t tcon ex
„ “ We can’t wait until we have a perfect 
world to do something “
GOOD PRACTICE PRINCIPLES FOR 
S GLEADER HIP AND MANA EMENT
„ Health outcomes 
„ Evidence based
Ali d„ gne
„ Long term
„ Transformational
„ Harmonized