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The Science of Superior Leadership and Performance Development

Explore what defines superior leadership, the motives and behaviors that drive it, and how to achieve superior performance in this comprehensive study on leadership by David Burnham presented at Corporate Research Forum on November 23, 2010.

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The Science of Superior Leadership and Performance Development

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  1. A Scientific Approach to Leadership and Leadership Development for Superior Performance David Burnham Corporate Research Forum 23rd November 2010

  2. Defining Superior Leadership • Top quartile business results within an industry over a five year period • High employee morale as measured by the Burnham Rosen Group Organisation Culture Survey • A culture of shared accountability

  3. The Science of Leadership Asks the questions: • What distinguishes superior leaders from strong leaders? • From what we have discovered about superior leaders, is it possible to predict performance? • Can people learn how to become superior leaders?

  4. Motives (thoughts) Behaviours (actions) Outcomes drive create How do motives work?

  5. North East West South Pendulum Exercise You will need:

  6. Research Studies 1939-2005

  7. The Social Motives n - achievement n - affiliation n - power

  8. Most Frequently Occurring Motives Achievement A concern with competing with your own performance or the performance of others. Achieving goals yourself through your own efforts.

  9. Most Frequently Occurring Motives Affiliation A concern with being liked, being accepted as part of a group.

  10. Most Frequently Occurring Motives Power A concern with influence and influence relationships.

  11. Stages of Power Development Source of Power OTHERS SELF SELF OTHERS Stage I. Dependence Stage II. Independence Target of Power Stage IV. InterActive Stage III. Imperial A. Personal B. Institutional

  12. Results of Research Study: 12 Year Leadership Motivation Key *Business Performance and Employee Morale Burnham Rosen Group, 2005

  13. The Institutional Leader The InterActive Leader (other other) (self other) Leadership Comparison: Motives We motivate each other to perform I motivate you to perform

  14. The Institutional Leader The InterActive Leader Leadership Comparison: Motives I am accountable for the performance of my group Others are responsible for delivering performance Leader’s job is to set direction and provide vision Individuals alone make the difference (80/20 rule) Leader must ultimately provide the right answers We are accountable for performance of our group We are all responsible for delivering performance Job is to ensure group setsdirection & common purpose Group is greater than the sum of its parts Group must ultimately find the answers

  15. The Institutional Leader The InterActive Leader Leadership Comparison: Motives When people cannot agree, the leader decides Interpersonally skillful;Uses skill to motivate others Visionary, charismatic,seeks & receives admiration Leads by consensus but isultimately clearly in charge Implements through a focuson short-term results When people cannot agree,leader requires it Encourages other to motivatethemselves Lives by their values. Helpsothers find their purpose Leads by consensus. Insiststhe group take charge Relates short-term results tolong-term goals

  16. Understand your own thinking (Self-awareness) Understand its impact on how you lead Change thought and make a plan InterActive Leadership

  17. Gain Over Market by Sales People Reporting to Sales Managers No Training Skills Training Motive Training – InterActive Leadership Improved Balanced Scorecard Ratings Internal Study, UK Retail Bank, 3 Year Performance Period 2005-2007.

  18. Intervention Impact of Motive Training on Sales Performance * Retail Bank Report, 2005. * Group restructured.

  19. Sales Leadership Primary Differentiators for Superior Performance: Power Motive with InterActive Power Stage by Performance 2008 InterActive Power Dominance Power Motive Dominance with InterActive Power Dominance Power Motive Dominance Superior Superior Superior Average Average Average n= 14 n= 1 n= 14 n= 9 n= 15 n= 5 This result is statistically significant, with Chi Squared probability of less than 0.001%. The Phi Score of strength of correlation was .89, very close to perfect correlation.

  20. Contacts Boston Office: President: David Burnham growth@burnrose.com 001 617 350 6100 UK Office: Director: Katy Weston katy.weston@burnrose.com +44 (0) 1635 201958 Lead Consultant: Rob Jackson rob.jackson@burnrose.com +44 (0) 7881 828567 Website: www.burnhamrosen.com

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