People don’t resist change!

1. Annual Maureen Dixon LectureRe-thinking Leadership: Time for a New Perspective?Beverly Alimo-Metcalfe MBA PhD C.Psychol.Professor of Leadership StudiesUniversity of Leeds&Leadership Research & Development LtdHealth Service Executive /Office for Health ManagementDublin,June 1st 2005

2. People don’t resist change!

3. Creating a culture with high ‘readiness for change’

4. Leadership & culture: the inextricable link

5. Notions of leadership are constantly changing

6. The ‘old paradigm’ models The ‘new paradigm’ models Leadership Research

7. Visionary Charismatic Transformational The ‘New Paradigm’ Models of Leadership

8. But management(transactional leadership)is essential!

9. Transformational Leadership has a significantly greater impact than Transactional Leadership on: staff teams organisations Leadership And Performance Outcomes Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum

10. One study, investigated the impact of top 250 executives at a major financial services company found: 34 per cent of business unit performance results was due directly to transformational leadership. Other benefits included: - more innovative products produced; - more innovations introduced in organizations - more patents for work produced - higher company financial performance. Leadership & Organisational Performance (1)

11. European study found that the transformational leadership of 120 Branch Bank Managers, predicted long-term branch market share & customer satisfaction (Geyer & Steyrer, 1998) Canadian study of Department Heads in large financial institutions, found that transformational leadership predicted consolidated departmental performance one year later (Howell & Avolio, 1993) Leadership & Organisational Performance (2)

12. Association between transformational leadership of team leader, and Customer satisfaction, & Quality of Life ratings of adults with serious & persistent mental health problems Leadership & Mental Health Corrigan, P.W. (2000) Mental health team leadership & consumers’ satisfaction & quality of life, Psychiatric Services, 51, 6, 781-785.

13. ‘Received wisdom’ based on US studies Focus typically on ‘distant’ leaders ‘New paradigm’ models often based on ‘leaders’’ perspectives Limited samples used ‘Heroic’ models under attack Why UK research?

14. The ‘dark side’ The link with effectiveness The problem with ‘charisma’

15. Jim Collins Kanter Mintzberg Leadership: time for a new direction?

16. What does this ‘post-heroic’ model look like?

17. A New Inclusive Model of Transformational Leadership

18. Showing genuine concern Enabling Being accessible Encouraging questioning & curiosity Integrity Networking Building Shared Visions Self-development Cultures of learning & developing others’ leadership UK Transformational model Alimo-Metcalfe, B. & Alban-Metcalfe, J. The Transformational Leadership Questionnaire (TLQ). Leeds: LRDL

19. ‘Distant’= Charismatic - Inspirational: leader asrole model ‘Nearby’ = Genuine concern for others: leader as servantand partner ‘Nearby’ = themes of openness, humility, humanity ‘Nearby’ = theme of connecting and inclusiveness Comparison between ‘distant’ and ‘nearby’ models of Leadership

20. “As we near the end of the twentieth century, we are beginning to see that traditional autocratic and hierarchical modes of leadership are slowly yielding to a newer model – one that attempts to simultaneously enhance the personal growth of workers and improve the quality and caring of our many institutions through a combination of teamwork and community, personal involvement in decision making, and ethical and caring behavior. This emerging approach to leadership and service is called servant-leadership." Taken from the Introduction to Reflections on Leadership published by John Wiley in 1995. Servant leadership

21. Characteristics: Listening Empathy Healing Awareness Persuasion Conceptualisation Foresight Stewardship Leader as Servant

22. Danger of obsession with targets!

23. …performing the competencies of one’s job, in a Transformational way! It’s not that competencies aren’t important, but that leadership is about…

24. But does it work?

25. Have an input into work planning Have an opportunity to show their initiative Believe their manager listens to their ideas Have a say in management decisions Have the opportunity to let the authority know how they feel about things that affect them and their work Feel their authority keeps them well-informed Believe that the reasons for change are well communicated, & that change is well managed Staff of ‘Excellent’ authorities are more likely to… Source: ‘The Impact of Motivation on Organisational Success’ (2004) London:IDeA LRDL

26. Leadership & ‘readiness for change’

27. Best predictors are: Individuals in ‘active positions’ Social supportive workplace High ‘self-efficacy’ Predictors of ‘Readiness for Change’ (1)

28. Implications of research findings: Create a discrepancy Promote ‘active jobs’ 3 Encourage an active approach to job p/solving, 4 Enhance self-efficacy 5 Encourage supportive working relationships Predictors of ‘Readiness for Change’ (2)

29. Leaders can create a supportive climate for bottom-up innovation by: - consulting staff - instituting formal awards and informal recognition for innovators - promoting innovators - protecting innovators from control-orientated central agencies - publicly championing bottom-up innovations that have proven successful & have popular appeal Innovation in the public sector Borins, S. (2002). Leadership & innovation in the public sector. Leadership & Organisation Development Journal, 23, 8, 467-476.

30. How are we doing?

31. TLQ Public & Private sector norms

32. Does it matter?

33. The Impact of Poor Leadership

34. Embedding leadership in the organisation’s culture Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2004). ‘Leadership in public sector organizations’. In John Storey (ed.). Leadership in Organisations: Current Issues & Key Trends. London: Routledge

35. 2 sides of same coin The single most important responsibility of a leader is to create the appropriate culture The Chief Executive, & senior managers are key Leadership & Organisational Culture Source: Schein, E. (1998). Organizational Culture & Leadership. San Francisco: Jossey-Bass

36. Managers think they’re good at it! A Potential Problem…

37. Don’t assume your perceptions of the organisation’s culture are shared! LRDL

38. Cultural diagnosis Source: The Ethical Leadership Culture & Change Inventory. Leeds: LRDL

39. Have cultures that are: Human(e) Have clear vision Engage staff in developing ‘local’ visions Ensure individuals are clear about objectives – jointly agreed – and ‘own’ their jobs Involve staff in decisions which affect them Take staff development very seriously - provide regular constructive feedback Organisations that are most effective LRDL

40. Answer: # 1 # 2 # 3 Q: Why do most leadership development initiatives fail? Alimo-Metcalfe, B., Ford, J., Harding, N. & Lawler, J. (2000). Leadership Development in British Companies at the Beginning of the 21st Century. London: Careers Research Forum

41. Start at the top! Examine the organisational culture Scrutinise Recruitment Reflect on Succession Planning policies Use 360 appropriately & resource development Be passionate about appraisal/PDR Encourage constructive criticism & new perspectives Spend time on the shop floor! Liberate leadership! Embedding a Culture of Transformational Change

42. “

43. …not in terms of the leadership they exercise…. But in terms of the leadership they evoke in others How can you tell a ‘leader’?

44. “Cynicism concerning people in power…seems to be at comparatively high levels.. The emerging era of terrorist threats may rekindle interest in leadership, targeted toward the promotion of inclusion, unity, and allegiance, and less toward the emphasis of division and separateness” And finally… Vecchio, R.P. (2002). ‘Leadership and gender advantage’. Leadership Quarterly, 13, 643-684.

45. Remember Pygmalion…!! Where do I start?

46. How can you tell the effectiveness of a leader?

47. Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2005). ‘Leadership: Time for a new direction?’. Leadership,1, 51-71 Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2002). ‘Leadership’. In P.Warr (ed.). Psychology at Work. Penguin. Alimo-Metcalfe, B. & Nyfield, G. (2002). ‘Leadership & organisational effectiveness’. In I. Robertson et al., The Role of Individual Performance in Organisational Effectiveness. London: Wiley Alimo-Metcalfe, B. & Alban-Metcalfe, R.J. (2002). ‘The great and the good’, People Management , January 10th, 32-34. Alimo-Metcalfe, B. & Alban-Metcalfe, R.J. (2002). ‘Leadership: Half the battle’, The Health Service Journal, March 7th, 26-27. Alimo-Metcalfe, B. & Alban-Metcalfe, R.J. (2000). ‘Heaven can wait’, The Health Service Journal, October 12th, 26-29. Alimo-Metcalfe, B. (1998). 360 degree feedback & leadership development. International Journal of Selection & Assessment, 6, 1, 35-44. Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2001). ‘ The development of a new Transformational Leadership Questionnaire’. Journal of Occupational & Organizational Psychology, 74, 1-27. Additional References

48. b.m.alimo-metcalfe@leeds.ac.uk Leadership Research & Development Ltd Stewart House St Andrews Court Leeds LS3 1JY 0845 6017708/ 0113 243 0008 www.lrdl.co.uk Further information