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Nature of Leadership

Page 2. 27-Jun-08. NHS London-Future Leaders03 Jul 08 . Leadership. Strategic LeadershipGovernance LeadershipPersonal Leadership. Page 3. 27-Jun-08. NHS London-Future Leaders03 Jul 08 . . Recognise fundamental divisions exist within their top team concerning the future. 20%NHS Top Team21%NHS

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Nature of Leadership

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    1. Nature of Leadership Andrew Kakabadse Professor of International Management Development Cranfield School of Management

    2. Page 2 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Leadership Strategic Leadership Governance Leadership Personal Leadership

    3. Page 3 27-Jun-08 NHS London-Future Leaders 03 Jul 08 20% NHS Top Team 21% NHS Board 20% Sweden 23% Japan 25% Finland 30% U.K. 31% Austria 32% Germany 33% China 39% France 39% USA 40% Spain 42% Hong Kong 48% Ireland 56% Australian Public Service Strategic Leadership/Visioning

    4. Page 4 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Strategic Leadership/Dialogue

    5. Page 5 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Strategic Leadership/Communication 60% Chairmen / CEOs (Britain) consider themselves understanding / supportive only 30% GMs agree 75% Chairmen / Presidents (Germany) consider top teams trust each other only 33% GMs agree 33% SESs (APS) consider themselves understanding / supportive only 24% SOs agree 36% SESs (APS) consider top team managers trust each other only 26% SOs agree

    6. Page 6 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Strategic Leadership/Communication

    7. Page 7 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Strategic Leadership/Communication

    8. Page 8 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Strategic Leadership The greater the problem, the greater the pain The greater the pain, the greater the insight The greater the insight, the greater the paralysis

    9. Page 9 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Strategic Leadership Strategic alignment problematic Only 33% of ORGANISATIONS get their act together

    10. Page 10 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Strategic Leadership Boardroom Dynamics/NEDs (UK) Selection criteria for NEDs unclear Chairman/CEO relationship critical Few penetrating insights concerning company (NEDs 85% not clear on competitive advantage) Executive Board Directors low trust of NEDs NEDs viewed as irrelevant Approach to governance/corporate reputation varies Role of chairman - critical

    11. Page 11 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Governance Leadership Board Dynamics (USA) Inhibition Defensiveness Limited influence unless known/respected Discouraged from talking to Shareholders Staff/management Limited use of NED/External Director capabilities Power with CEO/President Board more like Supervisory Board (German) Need to separate out CEO from Chairman

    12. Page 12 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Governance Leadership Boards Public Services Scotland (07/08) Role of chairman critical Role of NED needs discussion Similar challenges to private sector Monitoring / Control integrated with organisation purpose NHS Boards Scotland rated as most problematic ADD VALUE TO ORGANISATION

    13. Page 13 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Governance Leadership NHS Greatest shared vision Poor dialogue Poor functioning boards Concern over Chairman/Board director succession Questionable Board Director development Questionable quality of feedback on Board performance

    14. Page 14 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Personal Leadership Visionary capacity Courage Integrity Ego Competency versus Capability

    15. Page 15 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Personal Leadership

    16. Page 16 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Performance Less suited for Directorship Engineers Accountants IT HR Doctors Academics Functionally Over Exposed

    17. Page 17 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Learning Learning (Organisational) Diversity is Normal Cadre based Philosophy of Team Shared view of VALUE, DIFFERENTIATION Felt VALUE ADD OF CENTRE Societal View of Governance Role and contribution of HR?

    18. Page 18 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Learning Learning (Personal) Need for Team Based Leadership Leading through Paradox Maturity Wisdom Adopt consultancy/facilitation capability SKILLS/COMPETENCIES/CAPABILITIES

    19. Page 19 27-Jun-08 NHS London-Future Leaders 03 Jul 08 Questions What is role / contribution of CEO / Top Team / Board / Board Directors? Is there shared view on Vision? Is there shared view on Added Value Performance? Quality of dialogue? What is not discussed? Does management respect the Board? What is the LEADERSHIP CAPABILITY of management / Board members?

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