meeting the challenge - tricordant and think pieces/growing as a...meeting the challenge ... the...

02/08/2014

Alastair Mitchell-Baker

1

Growing as a leader

02/08/2014

Meeting the Challenge

• Changing our nations

• Building organisations and institutions together

• Developing our leadership

• We need to prepare ourselves

2Insert Project/Workshop Name

02/08/2014

The challenge

• Isaiah 58


• Some of our challenges are similar

• Some are different

• Church, family, business, education, health, media, arts and government working together….

• God wants to use each of us…….


02/08/2014

We need to build effective and healthy organisations and

institutions

• Good management

• Leadership

• Followership

• Organisation development and design

– Identity

– Strategy

– Systems

– Culture


02/08/2014

What’s the difference between management and leadership?

• Management = manus (Latin) = to handle

• Leadership = lædan (Old English) = to ‘take with’ or ‘show the way’.

• Leadership is not concerned with external mechanisms of control & coordination but functions at the emotional level of inspiration and education

02/08/2014

Definitions

• The major difference between managing and leading is the leaders capacity to lift people up, articulate purpose, give reality to higher values and resolve conflicting aims to the fulfilment of the followers (Hunt, 1992)

• A manager is someone who maintains a person, situation or group. A leader is someone who moves that person, situation or group, that is, brings about change. (Greenwood, 1997)

02/08/2014

Management and leadership• Management and leadership are not the same

• If leadership is emotional, conceptual and intellectual then it need not be related to position, status or authority

• Leadership can therefore be dispersed more widely in organisations – we can all be leaders

• Management is essential and usually position-based

• The really good organisations have both in balance – managers deliver the vision and strategy shaped by the leadership

02/08/2014

Jim Collins’ research identified 5 levels in great companies where

people make a contribution

• Level 1

• Level 2

• Level 3

• Level 4

• Level 5

• Highly Capable individuals

• Contributing team member

• Competent manager

• Effective leader

• Level 5 Executive

Insert Project/Workshop Name 8

02/08/2014

Level 5 Leaders

• Personal humility – Demonstrates a compelling modesty, shunning

public adulation; never boastful

– Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate

– Channels ambition into the company, not the self; sets up successors for even greater success in the next generation

– Looks out the window, not in the mirror, to apportion credit for success


02/08/2014

Level 5 Leaders

• Professional will– Creates superb results, catalyst in transformation

– Demonstrates unwavering resolve to do whatever needs to be done

– Sets the standard for greatness

– Looks out the window, not in the mirror, to attribute credit


02/08/2014

Servant-Leader

It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.

Robert Greenleaf

02/08/2014

Business research can have surprising findings…

Still, not a week goes by that we don’t hear someone in an executive role say something to this effect: “I don’t care if people like me. I just want them to respect me.” Get real! This statement is utter nonsense – contrary to everything we know about effective leadership …

Kouzes and Posner12Insert Project/Workshop Name

02/08/2014

Love


“Where did we learn the myth that we can get our way more effectively with petulance or through aggression and violence than with love? …

We know that we all yearn for more love in our lives. But we delude ourselves when we think this is only true of our personal lives and is not just as vital to our work environments.” Lance Secretan

02/08/2014

What do leaders do?

• Vision and sense of purpose

• Culture of positive shared values

• Developing and implementing strategies to make it happen

• Empowering others to be able to do what needs to be done

• Motivating and inspiring people to want to do what needs to be done

(Gill 2006)

02/08/2014

What do I need to develop to be a leader?

• Thinking skills

• Interpersonal skills

• Presentation and communication skills

• Self-awareness

• Living values

• Vision

(Parkin 2009)15Insert Project/Workshop Name

02/08/2014

Vision

Vision is being able to envisage the future state to which the organization aspires and needs to move towards.

• Envisioning an image of a desired future organizational state which when

• Effectively articulated and communicated to followers serves to

• Empower those followers so that they can enact the vision

(Westley and Mintzberg,1989)

02/08/2014

Sharing the vision

• Churchill’s ‘We will fight them on the beaches’,

• Martin Luther King’s ‘I have a dream’

• Shakespeare’s Henry V ‘We band of brothers’

‘How the vision is communicated becomes as important as what is communicated’.

02/08/2014

“You can do what I cannot do. I can do what you cannot do. Together we can do great things”

02/08/2014

We need to prepare ourselves

• Developing our self awareness

• Who am I?

• Why am I here?

• Where does my energy and passion come from?

• How do I learn?


02/08/2014

Myers Briggs


02/08/2014

10 Finally, be strong in the Lord and in his mighty power. 11 Put on the full armour of God, so that you can take your stand against the devil’s schemes. 12

Be Strong in the Lord

02/08/2014

“Stand firm then, with the belt of

truth buckled round your waist”

“What you’re after is truth from the inside out.” [The Message]

02/08/2014

Meeting the Challenge


• Building organisations and institutions together

• Developing our leadership

• We need to prepare ourselves


02/08/2014

References

• Alimo-Metcalfe, B. and Lawler, J. (2001), Leadership development in UK companies at the beginning• of the twenty-first century: lessons for the NHS? Journal of Management in Medicine, 15 (5), 387-404.• Ancona et al. In Praise of the Incomplete Leader, Harvard Business Review, February 2007.• Argyris, C. and Schon, D. (1978), Organizational Learning. Reading, Ma: Addison-Wesley.• Avery, G. (2004), Understanding Leadership. London: Sage.• Burns, J. (1978), Leadership. New York: Harper & Row.• Collins,J & Porras,J. 2001, Good to Great. Random House business books.• Collins, J & Hansen, M. 2011, Great by Choice. Random House Business books• Currie G. and Lockett A. A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public

services organisations. Human Relations, 60, (2), 341-70.• George et al. Discovering Your Authentic Leadership, Harvard Business Review, February 2007,• Gill, R. (2006), Theory and Practice of Leadership. London: Sage Publications.• Georgiades, N. and Phillimore, L. (1975), The myth of the hero-innovator and alternative• strategies for organizational change. In: C. Kiernan and F. Woodford (eds), Behaviour• Modification with the Severely Mentally Retarded. London: Associated Scientific Publishers, 313-19.• Greenwood, A. (1997), Management/leadership: leadership for change Nursing Standard, 11 (19), 22-• 4.• Goffee & Jones, Leading Clever People, Harvard Business Review, March 2007.• Hartley, J. and Hinkson, B. (2003), Leadership Development: A Systematic Review of the• Literature: A Report for the NHS leadership Centre. Coventry: Warwick Institute of• Governance and Public Management, Warwick Business School, University of Warwick.• Hunt, J. (1992), Managing People at Work: A Manager’s Guide to Behaviour in Organizations, 3rd ed.• London: The McGraw-Hill Companies.

02/08/2014

References

• Kakabadse, A. (2000), From individual to team to cadre: tracking leadership for the third millennium,

• Strategic Change, 9, 5-16.• Maxwell, J. (2005) Developing the Leaders around You. Nelson.• Northouse, P. (2004) Leadership: Theory and Practice, 3rd edn.

Thousand Oaks: Sage Publications.• Van Wart, M. (2003), Public-sector leadership theory: an

assessment, Public Administration Review.• 63 (2), 214-28.• Westley, F. and Mintzberg, H. (1989), Visionary leadership and

strategic management, Strategic• Management Journal, 10, 17-32.

02/08/2014

Extra slides not used


02/08/2014

Transactional and transformational leadership

Transactional:Most leadership is ‘transactional’ (Burns, 1978)

Tends towards: mechanistic, bureaucratic

Focuses on: rules, policies, procedures, daily operational work; a ‘prescribed’ role (Kakabadse, 2000)

• Management by exception (prevents/corrects mistakes)

• ‘Exchange theory’ – work rewarded (money, promotion) or punished (sanctions) – hence ‘transaction’

• Changes are termed 'first order' or ‘single loop’ - of process or procedure (Argyris and Schon, 1978)

02/08/2014


Transformational

• Transformational leaders make 'second order' or ‘double loop’ changes which have a lasting benefit because they change systems, perspectives and ways of thinking.

• Transformational leaders influence change through motivation by appealing to basic values (liberty, justice, altruism and achievement)

02/08/2014


• Transformational leadership:

• Made up of: charisma, inspiration, individualized consideration, intellectual stimulation

• ‘The leader develops a vision and in doing so engenders pride, respect and trust. They then motivate staff by creating high expectations, modelling appropriate behaviour…and personal attention to followers by giving respect and responsibility…the leader maintains a continuous challenge to followers by espousing new ideas and approaches’. (Currie and Lockett, 2007)

02/08/2014


• But:

• Transformational rhetoric employed to describe leaders of public service orgs is difficult to reconcile with tight central government prescription and control’

(Currie and Lockett, 2007)

• Transformational leadership is particularly difficult to enact in public service orgs as both the ‘solution’ and ‘question’ is beyond the capacity of any one person

(Currie and Lockett, 2007)

02/08/2014


• Professional bureaucracies tend to be non-receptive to transformational leadership

• In the drive for ‘transformational leadership’ policy makers ignore ‘professional’ values

• Transformational leadership may be subsumed by the immediate needs of operational requirements

Do you think healthcare is receptive to transformational leadership?

02/08/2014

Core concepts of leadership

The major concepts suggest that leadership can be seen as:

• The product of group processes which includes power relationships between the leader and followers

• A combination of situations and characteristics creating a ‘personality perspective’

• Actions or behaviour focusing on creating change in individuals and situations

• Instrumental in helping people achieve goals

• Having a set of particular skills

02/08/2014

Core concepts of leadership

From these Northouse concludes that leadership is:

• A process

• Involves influence

• Occurs within a group

• Involves goal attainment

Leadership involves influence: it is concerned with how the leader affects followers. Influence is the sine qua non of leadership. Without influence, leadership does not exist.

(Northouse 2004:3)

02/08/2014

Core components of leadership (Parkin, 2009)

1. Cognitive:

• Information management – competent marshalling of facts, figures and ideas

• Concept formation and concept flexibility – assessing and developing ideas into potential changes

• Weighing up of possibilities to create a vision and developing strategies for its achievement

• Framing’ – conceptualizing and defining purpose and values into reality

02/08/2014

Core components of leadership

2. Interpersonal:

• Enables participation through consultation with others • Manages interactive skills which enhance people's abilities• Shares influence • Develops orientation to plans and visions through

coaching, training and feedback• Builds teams through consensus • Works with a wide range of people • Effectively uses coalitions• Displays integrity

02/08/2014


3. Presentational:

• Ability and personal confidence to communicate visions clearly and articulately

• Ability to scan an audience, anticipate problems, take risks and build trust; pro-active orientation to mobilize resources

• Impression management; presenting, articulating and transmitting task and organizational values through intellectual stimulation

02/08/2014


4. Self-awareness:

• Takes responsibility for initiating

• Displays confidence and networking skills

• Demonstrates pro-action to achieve plans

• Recognizes and develops skills and abilities in others

• Shows emotional maturity

• Demonstrates self knowledge and self-regulation

• Acknowledges weaknesses

02/08/2014


5. Value-congruence:

• Understands the organization’s guiding principles and the needs and aspirations of staff and customers

• Achievement-oriented

• Sets standards for others to follow and aspire to (termed the ‘management of meaning’, Yukl, 2006)

02/08/2014


6. Vision:

• Develops orientation, aims and essential values for progress towards vision and improvement

• Defines methods for achievement

• Coaches, trains and motivates

• Creates an ‘achievement orientation’

02/08/2014

The ‘vision thing’

• Vision is seen as the essential quality of being able to envisage the future state to which the organization aspires and needs to move towards.

This breaks down into three distinct stages:

1. Envisioning an image of a desired future organizational state which when

2. effectively articulated and communicated to followers serves to

3. empower those followers so that they can enact the vision (Westley and Mintzberg,1989)

02/08/2014

The ‘vision thing’

• Westley and Mintzberg (1989) link vision with presentation and articulation skills as in:

• Churchill’s ‘we will fight them on the beaches’, • Martin Luther King’s ‘I have a dream’ • Shakespeare’s Henry V ‘we band of brothers’

They argue that visionary leadership works through skilled use of rhetorical devices and that ‘how the vision is communicated becomes as important as what is communicated’.

02/08/2014

A caution

The ‘myth of the hero-innovator’:

• The idea that you can produce, by training, a knight in shining amour who, loins girded with the new technology and beliefs, will assault his organizational fortress and institute changes both in himself and others at a stroke. Such a view is ingenuous. The fact of the matter is that organizations, such as schools and hospitals will, like dragons, eat hero-innovators for breakfast.

(Georgiades and Phillimore’s 1975)

02/08/2014

Leading clever people

• If clever people have one defining characteristic, it is that they don’t want to be led.

• In most cases clever people need the organisation as much as it needs them

• Clever people feel they are part of an external professional community that renders the organisational chart meaningless

• Seven things to know about clever people– They know they’re worth– They are organisationally savvy– They ignore corporate hierarchy– They expect instant access– They are well connected– They have a low boredom threshold– They won’t thank you

(Goffee & Jones 2007)

02/08/2014

Leading clever people

• Representative roles and integrity roles in professional services firms are precisely the ones that clever people respond to best.

• Smart leaders will help their clever people to live with their failures.

• You must help clever people realise that their cleverness doesn’t mean they can do other things.

• As many leaders of extremely smart and highly creative people have learned, you need to be a benevolent guardian rather than a traditional boss.

(Goffee & Jones 2007)

02/08/2014

References

Alimo-Metcalfe, B. and Lawler, J. (2001), Leadership development in UK companies at the beginningof the twenty-first century: lessons for the NHS? Journal of Management in Medicine, 15 (5), 387-404.Ancona et al. In Praise of the Incomplete Leader, Harvard Business Review, February 2007.Argyris, C. and Schon, D. (1978), Organizational Learning. Reading, Ma: Addison-Wesley.Avery, G. (2004), Understanding Leadership. London: Sage.Burns, J. (1978), Leadership. New York: Harper & Row.Collins,J & Porras,J. 2001, Good to Great. Random House business books.Collins, J & Hansen, M. 2011, Great by Choice. Random House Business booksCurrie G. and Lockett A. A critique of transformational leadership: Moral, professional and contingent

dimensions of leadership within public services organisations. Human Relations, 60, (2), 341-70.George et al. Discovering Your Authentic Leadership, Harvard Business Review, February 2007,Gill, R. (2006), Theory and Practice of Leadership. London: Sage Publications.Georgiades, N. and Phillimore, L. (1975), The myth of the hero-innovator and alternativestrategies for organizational change. In: C. Kiernan and F. Woodford (eds), BehaviourModification with the Severely Mentally Retarded. London: Associated Scientific Publishers, 313-19.Greenwood, A. (1997), Management/leadership: leadership for change Nursing Standard, 11 (19), 22-4.Goffee & Jones, Leading Clever People, Harvard Business Review, March 2007.Hartley, J. and Hinkson, B. (2003), Leadership Development: A Systematic Review of theLiterature: A Report for the NHS leadership Centre. Coventry: Warwick Institute ofGovernance and Public Management, Warwick Business School, University of Warwick.Hunt, J. (1992), Managing People at Work: A Manager’s Guide to Behaviour in Organizations, 3rd ed.London: The McGraw-Hill Companies.

02/08/2014

References

Kakabadse, A. (2000), From individual to team to cadre: tracking leadership for the third millennium, Strategic Change, 9, 5-16.Maxwell, J. (2005) Developing the Leaders around You. Nelson.Northouse, P. (2004) Leadership: Theory and Practice, 3rd edn. Thousand Oaks: Sage Publications.Van Wart, M. (2003), Public-sector leadership theory: an assessment, Public Administration Review.63 (2), 214-28.Westley, F. and Mintzberg, H. (1989), Visionary leadership and strategic management, StrategicManagement Journal, 10, 17-32.

02/08/2014

References

Adair, J. (2004), The John Adair Handbook of Management and Leadership, (N. Thomas, ed). London: Thorogood

Alimo-Metcalfe, B. and Alban-Metcalfe, J. (2003), Stamp of Greatness, Health Service Journal, 26 June. 113, (5861), 28-31.

Appleyard, B. (2005), The maverick art of leadership, Sunday Times, 9 Jan

Berwick, D., Ham, C. and Smith, R., (2003), Would the NHS benefit from a single, identifiable leader? An email conversation, British Medical Journal, 327, 7429), 1421-24.

Cabinet Office, (2007), Capability Review of the Department of Health. London: Cabinet Office.

Degeling, P. and Carr, A. (2004), Leadership for the systemization of health care: the unaddressed issue in health care reform, Journal of Health Organization and Management, 18, (6), 399-414.

Department of Health, (1999), Making a difference – strengthening the nursing, midwifery and health visiting contribution to health and health care. London: Department of Health.

Department of Health, (2005), Creating a patient-led NHS – delivering the NHS Improvement Plan, Gateway 4699. London: Department of Health.

Goodwin, N. (1998), Leadership in the UK NHS: where are we now? Journal of Management in Medicine, 12, (1), 21-32.

Fox, E. and Urwick, L. (eds). (1973), Dynamic Administration: The Collected Papers of Mary Parker Follett, (2nd edn), New York: Hippocrene Books Inc.

Hewison, A. and Griffiths, M. (2004), Leadership development in health care: a word of caution. Journal of Health Organization and Management, 18, (6), 464-73.

Hyett, E. (2003), What blocks health visitors from taking on a leadership role? Journal of Nursing Management, 11, 229-33.

Kakabadse, A. (2000), From individual to team to cadré: tracking leadership for the third millennium, Strategic Change, 9, 5-16.

02/08/2014

References

McHugh, M., Johnson, K. and McClelland, D. (2007), HRM and the management of clinicians within the NHS, International Journal of Public Sector Management, 20, (4), 314-24.

McKenna, H., Keeney, S. and Bradley, M. (2004), Nurse leadership within primary care: the perceptions of community nurses, GPs, policy makers and members of the public, Journal of Nursing Management, 12, 69-76.

Naylor, D. (2006), Leadership in academic medicine: reflections from administrative exile. The Lilley Lecture 2006. London: Royal College of Physicians

Smith, R. (2003), Changing the ‘leadership’ of the NHS, British Medical Journal, 326, doi:10.1136/bmj.326.7403.0-g. 21 June.

Thorne, M. L., (1997), Myth management in the NHS, Journal of Management in Medicine, 11, (3), 168-80.

Treasure, T. (2001), Redefining leadership in health care, British Medical Journal, 323, 1263-64.

Rushmer, R., Lough, M., Wilkenson, J. and Davies, H. T. O. (2004), Introducing the Learning Practice – III. Leadership, empowerment, protected time and reflective practice as core contextual conditions, Journal of Evaluation in Clinical Practice, 10, (3), 399-405.

Other Recent Books:

Barr J. and Dowding L. (2008), Leadership in Health Care, London: Sage

Gopee, N. and Galloway, J. (2009) , Leadership and Management in Healthcare, London: Sage

meeting the challenge - tricordant and think pieces/growing as a...meeting the challenge ... the...

Documents