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Leadership development: Beyond transformational leadership.
Preliminary findings from ARC Leadership in high stress workplaces project
Michael CavanaghCoaching Psychology UnitSydney University
Hosted by the Coaching Psychology Unit, University of SydneyFourth Australian Conference on Evidence-Based Coaching 2010
© Cavanagh 2010
Overview:
1. Principles of developmental complexity
2. A new look at leadership.
3. How do we grow flourishing leaders?
4. Preliminary Results of study
5. Conclusions……
5 Research threads in Psychology.
• Coaching
• Broaden and Build (Fredrickson)
• Complexity theory (Losada, Gleick ….)
• Mindfulness (Kabat Zinn, Langer …..)
• Cognitive developmental theory (Piaget, Kegan, Commons …..)
© Cavanagh 2010
Coaching starts with the self !
› Developmental Coaching is more than helping coachees create change, achieve goals or influence others to change.
› It is about how coachees see themselves- their perspectives on themselves, others and the world.
› It requires both the coach and the coachee to strive for more complex perspectives. - More personally challenging but far more satisfying.
© Cavanagh 2010
© Cavanagh 2010
Developmental Coaching
› Developmental psychology is the study of the systematic psychological changes that occur in people over the life span.
› Cognitive development traces the development of cognitive abilities over the lifespan
› Developmental stage theorists- Piaget, Kohlberg, Kegan, Commons, Labouvie-Vief, etc
› In Coaching – Jennifer Garvey Berger, Otto Laske
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Each Higher stageIntegrates and extends
the stage below
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Integrate and extend
Two types of development
Vertical Development
Horizontal development
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Vertical Development
Accommodation
– our perspective has to change if we are to find a better solution
Horizontal developmentAssimilation – integrate into existing perpective
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Two types of development
Two types of development
Vertical Development
Our perspective(Why we do what we do)
Horizontal developmentSkills and techniques - How to do it
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The positive role of tension
Four factor model of leadership
Mindfulness Purpose
PTC
Positivity
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Transformational Leadership:The most researched model?
Transformational leadership model (Bass and Avolio).The Five I’s:
1. Idealized Attributes- Encourage follower trust in leader
2. Idealized Behaviours- Encourage common vision and goals
3. Inspirational motivation- Motivate with vision and encourage team spirit
4. Intellectual stimulation- Encourage innovation and creativity
5. Individualized consideration- Attend to the person and act as coach
But how does a leader do this?
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Skill sets leaders are told to have/develop…
An almost endless list…..› Exceptional communication skills› Self-management skills› Strategic decision making› Conflict resolution skills› Delegation skills…..
But these are just tools…
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What is this research about? Managing complexity
Mindfulness Purpose
PTC
Positivity
A model of leadership that focuses on the leader's ability to manage complex perspectives. Great leaders:
1. Take multiple perspectives on what is happening 2. Are mindful - they are able to stay calm in the face of stress and tension.3. Have purpose - they are going somewhere.4. Create positive “emotional spaces” - bring out the best in others
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“A leader’s capacity to understand, critically consider and integrate multiple competing perspectives to guide their actions”
(Cavanagh, Atkins, Grant, Spence, 2006)
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Perspective Taking Capacity (PTC):
Perspective Taking Capacity (PTC):
› An ability to take a perspective that make sense of what is going on:
- In oneself- In others- In the system
› Develops across the lifespan› A Meta skill set
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› Kegan’s “Orders of Mind”- Ability to make “object” that to which we were previously
subject.
- Increasing complexity of perspective
- Incorporates and transforms lower levels of understanding
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Perspective Taking Capacity (PTC):
Increasing complexity: Integrate and extend
We
I/Thou Thou/Thou
Us Them Them
ME You You YouIndividual needs perspective
Group perspective
Inter-dependant/ systemic perspective
Meta systematic perspective
or
or or or
or or
and and and
and and
and
© Cavanagh 2010
Which is better?
› No level of perspective taking is better than another
› The question is which is most useful in a given situation:- To maximise goal achievement
- To minimise damage
› Einstein- “A problem cannot be solved with the same level of thinking that created it.”
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Getting stuck in a perspective
› When we are stuck in a perspective, we are subject to that perspective - It has hold of us in a way that limits our ability to see the situation in more
complex ways and therefore chose more useful or adaptive responses.
› So how do we get unstuck?
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Scaffolded support to reach further
› Engage with the tensions - Integrate and extend!
› Tension and paradox may create the need to change our perspective, but support creates the possibility of change
› Two types of developmental intervention: Challenge and support1. Challenge - Questions that highlight tension and paradox2. Support - Genuine understanding of what is positive in the person’s
perspective now!
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A bridge needs support on both sides.
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Even small bridges need supporting on both sides…
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PTC is not enough – we need self regulation:
2. Mindfulness.- The ability to be able to observe the present moment dispassionately
- See our own process and respond intentionally rather than react.
- The ability to create the moment of choice
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But where to?
3. A good leader/coach is solution focused. - They might learn from the past, but are oriented toward the future, and
toward the solution.
Where toWhere from
Why What How
The present
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4. Positivity Creating a sustainable space for the journey.
Pathology Languishing Maintaining Flourishing
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Flourishing and Performance
› High performing teams create dynamics that that promote human flourishing- Build “expansive emotional spaces”
- spaces that opens possibilities
› Low performing teams create restrictive emotional spaces(Losada & Heaphy, 2004)
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Losada Ratios
Other/ Self
Inquiry/Advocacy
Positivity/Negativity
LowPerformance 1:30 1:20 1:3
MediumPerformance 2:3 2:3 2:1
High Performance 1:1 1:1 5:1
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How do we develop Leaders?
Two tasks
1. Horizontal development - skills
2. Vertical development – perspective taking.
Methods
1. Training
2. Workplace projects
3. Scaffolded support through coaching
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Four types of coaching
accommodation
Skills
Performance
Strategic
Development
Assimilation
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Developmental tasks and strategies
Performance and Strategic: Solutions focus, Goal setting
Skills: Communication, Mindfulness
Vertical Development
Horizontal development
Development: PTC
Training and Performance Coaching
Training, rehearsal and feedback
Dialectic Workplace experiments.Scaffolded support , reflection and challenge and validation
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The study
› 270 participants - Lawyers and Hospital staff
› 6 cohorts over three years
› Conditions1. Training alone
2. Training plus coaching
3. Waitlist control
› Measures pre, post, 1 year follow-up.
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Project Research Goals
1. Develop a method of enhancing engagement, retention, productivity and satisfaction in high stress workplaces
2. Develop instruments that help us identify and develop leaders and staff
3. Assess the impact of coaching over and above training.
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The process for each year
Gp 2: Workshop(15 people)
Gp 3: Control(15 people)
Gp 1: Workshop(15 people)
1-1 Coaching(8-10 sessions)
4 days 12-16 weeks 1 year
Data
colle
ction
Data
colle
ction
Data
colle
ction
GFC!
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Training alone condition.
› Core Development Programme› Workplace scenarios› Scaffolded learning Approach› Content elements
1. Examining meaning making
2. Dialogue
3. Solution-focused thinking
4. Systems Thinking
5. Communication skills
6. Mindfulness practice
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Developing Perspective Taking
› Development through challenging current meaning making- Video-taped role plays with structured reflection and feedback
- One to one coaching
- Personal developmental goals
- Real-life dialogue
- Group projects and reflection process
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Training plus coaching condition.
Coachee’s Goals
› 8-10 sessions of 1-1 coaching over a12 week timeframe› Coachees undertake personal developmental goals
- Focus on specific areas to challenge coachee’s meaning making and develop PTC, Mindfulness, Purpose and Positivity.
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Waitlist Control condition.
› No contact beyond that needed to get measures completed.› Participants offered opportunity to do workshop at end of project.
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Measures
› Leadership- MLQ
› PTC- PTI, Developmental Stage Inventory, SOI, Hierarchical Complexity
› Mindfulness- Philadelphia Mindfulness Scale
› Positivity- PANAS
› Purpose- SFI
› Other measures- SWL, PWB, Hardiness, DASS, Organisational outcomes, Wisdom Scale
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Perspective taking capacity (PTI)
N=121
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Mindfulness (PMS)
Mindfulness training
introduced at BD
N=121
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Awareness (PMS-AW)
N=121
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Acceptance (PMS-Ac)
N=121
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Solutions Focus (SFI)
N=121
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Goal Focus (SFI-GF)…...
N=121
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Positive Relations with others (PWB-PR)
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Positive Affect (PANAS-PA)
N=121
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Hardiness (HQ)
N=121
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Negative Affect (PANAS-NA)
Questionnaire administration?
N=121
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Anxiety (DASS-Anx)
N=121
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Significant Correlations with MLQ scores
Others ratings Self RatedMBEP Hardiness (r< -.3)
Goal focus (r< -.3)Hardiness (r< -.3)SF (r< -.3)
MBEA Positive relations (r< -.3)
Hardiness (r< -.3)Goal focus(r< -.3)
Transactional PMS Ac (r< -.3) Nil
Transformational Nil SF, GF, HQ, PMS PTI SWL (r =.2 - .5)
N=70
Conclusions
› Coaching seems to be effective in developing PTC, mindfulness, purpose and positivity in leaders over and above training alone.
- These are associated with improvements in relations, SWB and reductions in Stress, anxiety and depression.
› Self rating of transformational leadership are associated with increases in these measures
› Others ratings of Transformational leadership seem not associated with the above factors.
© Cavanagh 2010
Conclusions
› In our complex world, leaders and reports may be looking for different things…..
› However, not all the data is in…. The full story is yet to be told……..
© Cavanagh 2010