leading for high performance teams - voice project...leading for high performance teams 6th july...

©Voice Project

leading for high performance teams

6th July 2013 10th Industrial and Organisational Psychology Conference, Perth, Australia [email protected]

Ellie Boughton & Dr Peter Langford

©Voice Project

overview • Introduce VOICE leadership 360 model

• Present research data linking leadership to

– high performing team metrics

– perceived effectiveness

• Implications for leadership development

©Voice Project

what is good leadership? • VOICE leadership model based on literature

review of elements that best predict leadership excellence and theories of organisational behaviour

• The model has published reliability and construct validity based on ratings of 3800 leaders at all levels

©Voice Project

“voice” leadership factors

factors essence

voice express & strive towards your mission & values

organise plan, implement & monitor your approach

innovate explore, learn & continuously improve

connect involve, recognise & develop others

enjoy manage stress, health & wellbeing

©Voice Project

team effectiveness

• Leaders were asked to evaluate their team’s performance on a number of metrics: – Employee turnover

– Absenteeism

– Productivity

– Safety

– Change & Innovation

– Customer Satisfaction

– Organisation Performance

investigating the link to performance

VOICE leadership

competencies

team effectiveness

?

leadership competencies

• 193 leaders were evaluated by 3 or more co-workers using the VOICE leadership 360 (average of 6 raters / leader)

• The majority of leaders were from the private sector (79%) and in senior management positions (54%).

• Leaders were almost all located in Australia

©Voice Project

research outcomes 1. Profile of typical leader

2. Links between leadership and team performance

3. Links between leadership and co-worker perceptions

©Voice Project

High Expectations

Vision & Inspiration

Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback

Performance Correction

Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking

Intellectual Stimulation

Optimism

Continuous Improvement

High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


leadership competence

voice organise connect enjoy innovate

High ≥4.20

Med 3.0<4.2

Low <3.00

©Voice Project

High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


strengths


1

2

3

4

©Voice Project

High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


High Expectations


Verbal Influence

Advocacy Speed

Quality

Problem Solving

Time Management

Developing Others

Empathy

Receiving Feedback


Recognition

Cooperation

Work-Life Balance

Happiness

Health & Safety

Stress Management

Risk Taking


Optimism


weaker areas


1

2

3

©Voice Project

Vision &Inspiration

High Expectations

Advocacy

Verbal Influence

Optimism



Risk-TakingTime

Management

Quality

Speed

Problem Solving

Receiving Feedback

Empathy

DevelopingOthers

Recognition


Cooperation

StressManagement

Happiness

Work-Life Balance

Health & Safety

Perf

orm

an

ce

Importance

gap analysis – team performance

higher lower

low

er

hig

her

maintain

prioritise

Behaviours towards the right (higher “importance”) correlate more strongly with composite team effectiveness score. Ideally, behaviours should rest in the oval where there is a good match between performance and importance.

Behaviours in the bottom right corner are potential priorities for action.

Gap analysis from 1,186 employees rating 193 leaders,

predicting a composite

team effectiveness

score comprising turnover,

absenteeism, & manager reports of

productivity, change &

innovation, customer

satisfaction, & achieving objectives

promote

limit

©Voice Project

Vision &Inspiration

High Expectations

Advocacy

Verbal Influence

Optimism



Risk-Taking

Time Management

Quality

Speed

ProblemSolving

Receiving Feedback

Empathy

Developing Others

Recognition


Cooperation

StressManagement

Happiness

Work-Life Balance

Health & Safety

Pe

rfo

rma

nc

e

Importance

gap analysis – perceived effectiveness

higher lower

low

er

hig

her

maintain

prioritise

Behaviours towards the right (higher “importance”) correlate more strongly with perceived effectiveness score. Ideally, behaviours should rest in the oval where there is a good match between performance and importance. Behaviours in the

bottom right corner are potential priorities for action.

Gap analysis from 1,186 employees rating 193 leaders,

predicting coworker ratings of perceived

effectiveness

promote

limit

©Voice Project

1. drivers of both performance and perceptions

High Team Performance High Perceived Effectiveness

Developing Others

Optimism

Problem-Solving

People working with leaders high on these competencies say: “I find you to be especially good at relating to people authentically, treating them as unique individuals and developing their strengths” “You are very enthusiastic” “You have a strong problem-solving ability, and an ability to find practical solutions”

©Voice Project

2. how to lead for high performance


Developing Others

Optimism

Problem-Solving

Intellectual Stimulation*


For a ‘typical’ leader, Intellectual Stimulation is likely to be the biggest development opportunity

©Voice Project

3. how to manage perceptions


Developing Others

Optimism

Problem-Solving

Intellectual Stimulation* Cooperation

Vision & Inspiration Empathy

Recognition

To manage perceptions and be seen as an effective leader, it is critical to manage relationships with your co-workers

leading for high performance teams - voice project...leading for high performance teams 6th july...

Documents