Importance of leadership and management in improving organizational performance

1. Importance of leadership and management in improving organizational performance Jennifer Astaphan, Executive Director,CARICAD November 2, 2009

2. John C. Maxwell • Personnel determine the potential of the organization • Relationships determine the morale of the organization • Structure determines the size of the organization • Vision determines the direction of the organization • But Leadership determines the success of the organization

3. LEADERSHIP AND MANAGEMENT DEFINED • Both are distinctive and yet complementary systems of action • Management is about coping with complexity – multiple tasks, allocating resources • Leadership by contract is about coping with change and inciting others into action • The challenge is to combine strong management and effective leadership and use each to balance the other

4. Management vs Leadership Management • Planning and Budgeting • Organizing and staffing • Controlling and problem solving • E.g. Gantt Charts, Action Plans, Day-to-Day Operations. Leadership • Setting direction • Aligning People • Motivating and Inspiring • E.g. Vision Statements, Organization Charts, Strategic Documents

5. Managers vs Leaders MANAGERS • Administer • Maintain • Control • Short-term view • Ask how and when • Initiate • Accept the status quo • Do things right LEADERS • Innovate • Develop • Inspire • Long-term view • Ask what and why • Originate • Challenge the status quo • Do the right thing

6. 4 Critical Attributes of Leadership • DECISIVENESS • INTEGRITY • COMPETENCE • VISION

7. CARIBBEAN/OECS HOW DO WE VIEW, DEFINE AND RECOGNISE LEADERSHIP IN THE CARIBBEAN/OECS?

8. Management and Leadership Skills John Adair’s Model: TASK TEAM INDIVIDUAL

9. Leadership and Management Skills Associated with High Organisational Performance LEADERSHIP • Peer skills • Interaction skills • Conflict resolution skills • Skills in unstructured decision making • Skills of introspection • Positive approach towards decisions • Effective communication skills • Delegate responsibility and authority • Immediate appreciation MANAGEMENT • Technical skills • Human skills • Conceptual skills • Decision-making skills • Interpersonal skills • Emotional Intelligence

10. Characteristics of a High Performance Organization • Trust, Respect & Fairness • Open Communications • Rewards & Recognition • Learning & Development • Teamwork & Involvement

11. Leadership Traits Associated with High Organisational Performance Colin Powell (Former Chairman of the Joint Chiefs of Staff and Secretary of State) • Ability to Execute • Visionary • Proactive Communicator • Flexible • Challenges the status quo • Ability to Execute Jack Welch (Former CEO General Electric) • Ability to execute • Ability to energize others • The edge to make tough decisions • High energy

12. ROADMAP FOR IMPROVING LEADERS Attributes x Results = Roadmap for Improving Leaders • Demonstrate • LEADERSHIP ATTRIBUTES • Emanate personal character • Master competencies • Set Direction • Building organizational capability • Mobilize Individual commitment SSSSS Customer Results Organizational Results Achieve RESULTS Stakeholder Results Employee Results Adapted from Business e-coach 1000 Ventures.com

13. Programmes to Assist Leadership Development • Confidence building • Skill development • Creativity/visioning • Competencies • Monitoring results • Communication • Decision making • Risk management • Knowledge management

14. Creating a Culture of Leadership • Institutionalizing a leadership-centred culture • Leadership at an early age • Create challenging situation • Getting everyone to act as a leader or owner

15. Framework for Public Sector Modernisation SERVICE DELIVERY EFFECTIVENESS Legal and Regulatory Environment Organizational Capacity Modernization Strategy Factor Endowments • General Orders • Service Commissions • Public Service Agencies • Organizational Architecture: • -Strategy • -Structure • -Systems • -Styles • -Shared Values • -Staffing • -Skills • Styles of leadership • Social Capital • NGOs • Participation • Change and Transformation • Human Capital Management and Development • Country Acquired Assets • Country Inherited Assets

16. Public Sector Performance Key Measures Possible sources for Key Success Indicators (KSI)/ Key Performance Indicators (KPI): • Employee satisfaction surveys • Customer satisfaction surveys • Service delivery surveys • Performance Management • Doing Business indices (WB Doing Business in OECS 2007) • Results of Bahamas survey

17. Leading, Managing and Monitoring For Results • Managing and communicating survey results • Implementing and monitoring change • Evaluating change

18. Change, Transition and Transformation • Introduction of ICT and eGovernment brings significant change • Several components are required to transition governments to efficient, customer centric, high performance organizations

19. LEADERSHIP “Leadership is not magnetic personality, that can just as well be a glib tongue. It is not “making friends and influencing people “ that is flattery. Leadership is the lifting of a person’s vision to higher sights, the raising of a person’s performance to higher standards, the building of a personality beyond its normal limitations.” Peter F. Drucker.