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Effective Leadership at the Top

Effective Leadership at the Top . IPAC - September 29th, 2005 Dr. François Ducharme. Top Team A Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Outstanding. What Makes a Great Executive Leadership Team?. Top Team A

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Effective Leadership at the Top

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  1. Effective Leadership at the Top IPAC - September 29th, 2005 Dr. François Ducharme

  2. Top Team A Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Outstanding What Makes a Great Executive Leadership Team?

  3. Top Team A Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Outstanding Top Team B Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Mediocre What Makes a Great Executive Leadership Team?

  4. The Research: A Hay / Harvard Study • Formed a partnership with Richard Hackman of Harvard University* • Gathered data on 60 plus executive teams in 1998 (now, close to 100 organizations) • Created cross-cultural sample of 48 teams • * Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Boston, MA: Harvard Business School Press.

  5. The Research: A Hay / Harvard Study • Analyzed intact leadership teams (management and executive) • Outstanding vs. typical vs. poor teams • Conducted independent assessment • Product quality, organizational performance, team capability, individual capability • Created largest empirical database on Top Executive Teams in the world • Validated through climate survey in their organization

  6. Organizational Climate Definitions Flexibility • Unnecessary procedures are minimized • New ideas are accepted • Authority is delegated • People are held accountable • Mediocrity is not tolerated • Goals are challenging but attainable Responsibility Standards Rewards • Feedback reflects performance • Rewards differentiate performance • Direction, roles and accountabilities are clear • People are proud to belong • People cooperate and give discretionary effort Clarity TeamCommitment

  7. 80 70 60 50 40 30 20 10 0 Percentile Gap Outstanding Flexibility Standards Clarity Total Responsibility Rewards TeamCommitment Climates Created in High Performing Teams

  8. 80 70 60 50 40 30 20 10 0 Percentile Gap Typical Outstanding Flexibility Standards Clarity Total Responsibility Rewards TeamCommitment Climates Created in High Performing Teams

  9. 80 70 60 50 40 30 20 10 0 Poor Percentile Gap Typical Outstanding Flexibility Total Standards Clarity Rewards TeamCommitment Responsibility Climates Created in High Performing Teams

  10. The Results: 5 Key Findings • 1. Outstanding leadership teams are real teams • 2. Leaders of outstanding teams are not the “superstar” organizational leaders we usually think of • 3. Leaders of outstanding teams pull together and manage the conditions necessary for team success

  11. The Results: 5 Key Findings • 4. Leaders of outstanding teams have unique leadership styles and competencies • 5. Members of outstanding leadership teams are not smarter, but they have more “emotional” intelligence

  12. 1 - Top Leadership Teams Are Real Teams • Outstanding leadership teams: • Have clear, stable boundaries • Complete interdependent tasks collectively: • Set enduring mission with jointly accountable goals • Identifying 4 levels of accountability: Prime, Shared, Contributory, Remote • Develop and monitor strategy together

  13. 2- Top Team Leaders Aren’t Necessarily the Superstar Organizational Leaders • Leaders of outstanding teams: • Often take a less visible role • Rely less on their own talents, and more on those of others • Create a climate and conditions that foster team success

  14. Conditions Support Direction Structure Leadership Results People Development 3- Leaders of outstanding teams pull together the conditions necessary for team success Leaders of outstanding teams manage three main conditions for team success.

  15. The Conditions for Team Success: Direction • The purpose of the team must be • Clear • Do we know where we are going? • Challenging • Is the goal challenging, but not impossible? • Consequential • Is the goal meaningful and engaging to us?

  16. The Conditions for Team Success: Structure • Well-designed team task • Do we have an interdependent goal? • Are we approaching it strategically? • Optimal Composition • Are we the right size? • Do we have the right skill set? • Norms • Do we adhere to effective norms of behaviour in conducting our business? • Focus on the goal rather than internal conflict

  17. The Conditions forTeam Success: People • Outstanding Team define competencies required for new team members, such as: • Smart • Analytical Thinking, Conceptual Thinking • Driven • Achievement Orientation, Initiative, Strategic Orientation, Self-Confidence, Directiveness • Committed to the team • Executive Maturity, Impact and Influence, Teamwork, Team Leadership

  18. 4- Leaders of outstanding teams have unique managerial styles and competencies • Exhibit a broader set of managerial styles • Rely more on managerial styles that encourage dialogue • Authoritative • Affiliative • Democratic • Coaching • Avoid a coercive style that shuts down dialogue

  19. 77 74 69 64 63 61 60 56 54 51 46 43 41 29 29 24 12 8 Coercive Authori-tative Affiliative Demo-cratic Pace-setting Coaching The Outstanding Leader’sManagerial Styles 100% 90 80 70 60 50 40 30 20 10 0 Outstanding Typical Poor

  20. The Outstanding Team Leader’sCompetencies • Holds people accountable for how they behave • Team Leadership • Integrity • Directiveness • Links the team and its purpose to the broader organization • Organizational Commitment • Information Seeking • Establishes and prioritizes the team’s actions • Achievement Orientation • Executive Maturity

  21. Leaders of Outstanding TeamsHold People Accountable 5 5 4 3 2 1 0 Typical Outstanding 4 4 3 Levels of Competency 2 1 TeamLeadership Integrity Directiveness Competency

  22. Leaders of Outstanding TeamsLink to the Organization 5 4 3 2 1 0 Typical Outstanding 3 3 Levels of Competency 1 1 OrganizationalCommitment* InformationSeeking Competency

  23. Leaders of Outstanding TeamsEstablish and Prioritize Actions 5 5 4 3 2 1 0 Typical 4 Outstanding 3 2 Levels of Competency AchievementOrientation ExecutiveMaturity Competency

  24. 5- Leaders of outstanding teams have higher levels of emotional intelligence • More in control of their emotions • Better able to handle challenging situations • Better able to calm others • More sensitive to others • Better able to “read” others • Better able to motivate others • More honest and genuine • More capable of developing and managing new relationships • Emotional intelligence accounts for more than 85% of what separates outstanding from typical leaders • They createemotionally intelligent organizations

  25. How the Leader Affects People? • There is a ripple effect. . . • Leaders possessing emotional intelligence have high levels of leadership competencies. They also possess a broad repertoire of managerial styles to use. Broad managerial styles impacts directly the work climate of the team (r=0.72). • Positive work climate explains 30% of the variance in organizational performance. • Why? Positive work climate energizes the subordinate levels to invest their discretionary effort

  26. Summary • Outstanding executive teams need • The right leader • Focuses on the conditions necessary for team success • May not be a charismatic superstar • The right–not necessarily the smartest–people • High emotional intelligence • To be a realteam • Definition of the group’s work as interdependent • With clear boundaries

  27. Effective Leadership at the Top IPAC - September 29th, 2005 Dr. François Ducharme

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