Kỹ năng lãnh đạo Embedding Transformational Leadership In Practice

Embedding Transformational Leadership In Practice Caroline Patterson Special Adviser, Organisational Development, Gateshead Council Purpose       Talk about Transformational Leadership (TF) What it is, what it really means Why it’s so important Practical things we’ve done to embed it and 360 degree appraisal in various organisations Some of the lessons learned along the way Also here to learn from your experience Style      Need to briefly recap the theory, but we’ll that quickly Debunk some of the myths Challenge what you believe to be true Build in some activities around factors to consider when embedding TF/using 360 Handouts and questionnaires to take away Why I’m Here      Met Professor Beverly Alimo-Metcalfe in 1999 Programme Director IDeA Modern Managers Programme She conducted the biggest study ever on leadership in the public sector Worked together since then developing and embedding leadership cultures in various organisations National research- MBA Hull, Members 360 Quick Recap……… Why Do We Need Leadership? Importance of Leadership      Vision, direction and focus –real skill is aligning people to it Clear goals, don’t know where you are going you are unlikely to get there Team spirit…………… Manager’s managing is important Transformational Leadership has the biggest impact on morale, motivation, stress, job satisfaction, productivity and performance Importance of Leadership    Poor leadership costs ££££££££££ in terms of stress related absence, and has enormous cost in terms of individual health and psychological well being Increased focus on leadership development and assessment in our Corporate Performance Assessment “Leadership is the single biggest factor that drives change and organisational improvement “ LG White Paper” Direct Relationship Between Leadership, Motivation, Stress and Performance Variables That Affect Performance Performance =    A + Ability and competence M + Motivation R + Resources Motivation Over Time PERF pe om c 40-50% effective ce n te motivation TIME Other Lessons Learned…………   Managers at all levels need to work with their teams and identify practical things they will to to engender TF in their team/service and enhance their own style Publicise quick wins (articles, certificates, recognition etc) Its not just about training………  Recruitment and succession planning are key (recruitment fact-sheet refers) Other Lessons Learned   Don’t forget to bring your policies into linereward, recognition, bullying and harassment, managing poor performance This is also about how we business- the how we go about projects is as important as delivering to time Don’t Forget The Importance Of Balance “It’s about being transactional in a transformational way” Individual as well as organisational behaviour contribute to culture… Embedding a Culture of Transformational Leadership Commitment from CEx and senior managers is vital  Studies show there are three major blocks to TF in organisations: Senior managers Senior managers and Senior managers!!! and they are crucial in terms of role modelling the right behaviours  Bass, B.M & Avolio, B J (1993) ‘Transformational leadership & organizational culture’ Public Administration Quarterly, 17, 112-121 Essentially, Culture Management is Message Management “Culture is created and sustained through the messages people receive about how to behave.” Carolyn Taylor, Walk the Talk Managers Are Carriers Of Culture  Send important messages about what s acceptable and what isn’t through the way they lead,manage and interact with others  Whether they are open to feedback and suggestions  By what they choose to reward, how fair they are in this process  Whether they deal with inappropriate behaviour, and how well they tackle it  We must invest in their development Quick Levers to Pull In Terms of Culture Change Behaviour Training and role modelling Myths and Stories Mavericks, heroes and villains Positive reinforcementintegration Signs and Symbols Eg: Creating a high performance culture, performance dashboards, displaying evaluation data Pace and choice-see reward Systems Reward-measure recognise and reward the Can Leadership Really be Developed? It depends…      On the attitude of the individual Preparedness to accept others’ views as valid Whether they are open to feedback Quality of feedback The organisation’s commitment to reinforcing what is important- supporting developmentwhat’s the sanction if people don’t change? Beverly Alimo-Metcalfe Lessons Learned Embedding 360 Degree Appraisal Critical Success Factors     Be clear about why you are using it Is the organisation ready? Ethics/confidentiality agreement- the person owns the data 360 should be used primarily for development purposes rather than performance assessment (360 should not be linked to performance pay) Critical Success Factors       Supplements rather than replaces A and D Chose a valid, reliable instrument which reflects your strategic aims Cost and complexity can be a problem Pilot-light small fires Start at the top Develop feedback skills first Get People To Admit There Is a Problem!!!the last time you asked for feedback  When was     about your personal style? How frank were the conversations? Do you know how your team would describe your style, your strengths, what you bring? Do you know what they want you to stop doing/ differently? Is there two way or one way feedback in A and D? Critical Success Factors        Clear advice on choosing raters Brief raters on TF- they need to understand what they are assessing More detailed briefings may be required for instruments which also assess competence Online briefings Credible qualified facilitator Prioritised Personal Development Plans with no more than three key objectives Get commitment to resourcing development needs Embedding Transformational Leadership In Practice A Question to close…… Can an organisation be transformational or is it the people that make it?