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Embedding Transformational Leadership In Practice Caroline Patterson Special Adviser, Organisational Development, Gateshead Council... Why I’m Here Met Professor Beverly Alimo-Metcalfe

Embedding Transformational

Leadership In Practice

Caroline Patterson Special Adviser, Organisational Development,

Gateshead Council

Purpose

degree appraisal in various organisations

that quickly

consider when embedding TF/using 360

Why I’m Here

 Met Professor Beverly Alimo-Metcalfe

in 1999

 Programme Director IDeA Modern Managers Programme

 She conducted the biggest study ever on

leadership in the public sector

 Worked together since then developing and embedding leadership cultures in various

organisations

 National research- MBA Hull, Members 360

Why Do We Need Leadership? Quick Recap……….

Importance of Leadership

aligning people to it

you are unlikely to get there

impact on morale, motivation, stress, job

satisfaction, productivity and performance

Importance of Leadership

related absence, and has enormous cost in terms of individual health and psychological well being

assessment in our Corporate Performance

Assessment

change and organisational improvement “ LG White Paper”

Direct Relationship Between

Leadership, Motivation, Stress and

Performance

3 Variables That Affect Performance

Performance =

40-50%

effective

Leadership is about saying…

“How can I interact with

people to improve their

performance, give them just enough stretch to keep them

motivated and help them

realise their potential?”

What’s The Biggest Cause Of Stress In The Workplace?

Climate Studies 50’s to 90’s

organisation, the most stressful aspect of

“Managers with controlling styles who fail

to clarify roles and responsibilities, who exert undue pressure have working

groups with higher levels of stress and

tension”

Controlling Styles

Climate Studies- Main Causes Of Stress

Levels Of Arousal

Perf.

Acceptable level of stress

Unacceptable level

(in terms of absence as well as performance)

The Search for the Holy Grail

What makes a good leader?

Leadership Research: The Old Paradigm

1930s-50s Great Man Approach

Traits Approach

1960s The Behavioural Approach

1970s Situational/Contingency

Approach

Autocratic Participative Consultative

Levels of Autonomy

Democratic

Tannenbaum Schmidt

Levels of Freedom

The New Paradigms of Leadership

Changing Paradigms of Leadership

environments

managing strategic and complex change

rating

Beverly Alimo-Metcalfe

The Myths of Leadership

(We’ll save that one for another time)

Research on Charisma

star performers

were evangelistic, expressive, waived your arms about, had blue eyes, were extrovert

rather than introvert

Knight in shining armour

required to charge in on their white horse and save the

organisation from

ruin-Mere mortals need not apply!

Unrealistic Job Ads

What’s the Difference Between Leadership and Management?Another paradigm shift-leadership no longer viewed as a subset of management………….

Execution Controlling &

solving:

Problem-Outcomes Produces a

degree of predictability & order

Transformational Leadership (Leadership)

Establishing Direction:

Aligning People:

Motivating & Inspiring:

Produces change - often to a

dramatic degree

Leadership Versus Management

Management is about coping with

complexity, provides stability, order and consistency

- Is transactional

- Promotes the status quo

Leadership Versus Management

Leadership is having vision, a clear sense

of direction and aligning people to it,

helping people cope with change

-Promotes transformation and drives change

Leadership Versus Management

 Management is about doing things right

 Leadership is about doing the right thing

 We need to develop both

But where did the terms transactional

and transformational come from?…

Transactional versus Transformational

bargaining

would be different or better

George McGregor Burns

1980’s Bass’s Model of Transformational Leadership

“Vision is the dream that invents the future”

Be a Good Conductor

“The task is to get the orchestra working to deliver the music in your head It’s a three stage operation- hear the music, get it over to the orchestra get them to give it to the

audience”

Leonard Bernstein

Redefining Charisma

want to follow

themselves, go the extra mile

Pseudo- Charismatics

for the work of others

Zero correlation between charisma and performance, strong correlation

between charisma and pay!

Potentially Worrying !!

Intellectual Stimulation

things are done and are not defensive

solving

behaviours-adjust pitch and style according to whom they are dealing with, gain credibility

quickly

Individualised Consideration

people

everyone as equals

Does The Soft and Fluffy Stuff Really

Work?

Research has shown that:

Transformational Leadership has a significantly greater impact than Transactional Leadership on a variety of

subjective and objective outcome measures, including:

 job satisfaction, motivation, and performance of followers

 lower levels of stress & burnout amongst staff

 more collaborative, innovative, harmonious teams

 financial performance of organisations

 performance in public sector organisations

Source: Bass, B.M & Avolio, B.J., (1996) Postscripts: Recent

The Importance Of Balance

“It’s about being transactional in a transformational way”

Managers Managing Is Also Important

Clarifying roles and expectations

Competency Framework

ConstitutionDelegations

Training on key skillsDecision making

Why Conduct Further Research?

organisations

managers who were self rating

How Was The Research Conducted?

from the rest?

Interviews with 150 male and female managers, LG and NHS using Rep Grid

Beverly Alimo-Metcalfe & John Alban-Met calfe

New Model of Transformational Leadership (1)

(1) Leading others Genuine concern for others

Enabling Being accessible, available,

Encourages change

New Model of Transformational Leadership (2)

(2) Personal Qualities Honest and consistent Acting With Integrity Being Decisive Inspiring Others Resolving Complex problems

Beverly Alimo-Metcalfe & John Alban-Met calfe

New Model of Transformational

Leadership (3)

(3) Organisational Skills Political sensitivity and skills

Networker, promoter, communicator

Manages change sensitively and skilfully

3 Types of Handout In your Pack

How TF am I/Are We?

US Versus The UK Model

leader as a role model

engaging with partners, developing a shared vision and engagement

scale

and develop good networks is really important

Transformational Leaders

happen

with them

and act with integrity

cope with change

The Relationship Between

Leadership and Self Awareness

“Leadership and self awareness are inextricably linked- to be a leader you first need to know

yourself”

Robert Greenleaf

“ Leadership is connecting what

I do to who I am to those I

serve”

You are not a leader if no-one is

following you!!!

Problems with Traditional Appraisal

BOSS

TEAM LEADER LINE

MANAGER

360 Is a Great Tool for Developing SAw

style

feedback

of TF ( if development needs are addressed)

least two years

Particularly As…

performance

the first seven years

UK Model, Based on a 360 Approach

Activity

what practical things do you need to do?

(Think specifically about the implications for

recruitment, A and D, competency frameworks, development/ succession planning etc)?

consider prior to implementing 360?

Lessons Learned

Embedding Transformational

Leadership

“Leadership & culture are 2

sides of same coin -you can’t change one without

the other”

Schein

Embedding Leadership Cultures in Organisations

The Culture Behaviour Cycle

Focus At An Organisational and An

Individual Level………

Beverly Alimo-Metcalfe

management skills the organisation values

management (the what) and TF leadership (the

how)

development programmes

promote (handout refers)

do x!!!

Challenge The Unwritten Rules

Explore the contradictions

Some Examples

reward loyalty/length of service

rewards the task/ we don’t look for TF in

recruitment

women make it to the top

on empowerment- but only senior managers can present to members

organisations

Other Lessons Learned

this down to grass roots-change agents can help

the “soggy sponge”

whether employees at different levels know what

TF is, what they can expect in terms of their

managers and leaders?

running a conference and expecting it to happen are over!!!

Other Lessons Learned…………

 Managers at all levels need to work with their teams and identify practical things they will

do to to engender TF in their team/service

and enhance their own style

 Publicise quick wins (articles, certificates,

recognition etc)

Its not just about training………

 Recruitment and succession planning are

key (recruitment fact-sheet refers)

Other Lessons Learned

reward, recognition, bullying and harassment, managing poor performance

how we go about projects is as important as delivering to time

Don’t Forget The Importance Of Balance

“It’s about being transactional in a transformational way”

Individual as well as

organisational behaviour contribute to culture….

and they are crucial in terms of role modelling

the right behaviours

Bass, B.M & Avolio, B J (1993) ‘Transformational leadership & organizational culture’ Public

Administration Quarterly, 17, 112-121.

Essentially, Culture Management is

Message Management

“Culture is created and sustained through

the messages people receive about how

to behave.”

Carolyn Taylor, Walk the Talk

Managers Are Carriers Of Culture

 Send important messages about what s

acceptable and what isn’t through the way they lead,manage and interact with others

 Whether they are open to feedback and

suggestions

 By what they choose to reward, how fair

they are in this process

 Whether they deal with inappropriate

behaviour, and how well they tackle it

 We must invest in their development

Quick Levers to Pull In Terms of

Culture Change

Behaviour Training and role

modelling Myths and Stories Mavericks, heroes and

villains Positive reinforcement- integration

Signs and Symbols Eg: Creating a high

performance culture, performance dashboards, displaying evaluation data Pace and choice-see

reward Systems Reward-measure

recognise and reward the right things-

Succession Communications,

Beverly Alimo-Metcalfe

Can Leadership Really be Developed?

It depends…

what is important- supporting development-

what’s the sanction if people don’t change?

Lessons Learned

Embedding 360 Degree Appraisal

Critical Success Factors

owns the data

purposes rather than performance

assessment (360 should not be linked to

performance pay)

Critical Success Factors

 Supplements rather than replaces A and D

 Chose a valid, reliable instrument which reflects your strategic aims

 Cost and complexity can be a problem

 Pilot-light small fires

 Start at the top

 Develop feedback skills first

Get People To Admit There Is a

Problem!!! When was the last time you asked for feedback

your style, your strengths, what you bring?

doing/ do differently?

D?

Critical Success Factors

 Clear advice on choosing raters

 Brief raters on TF- they need to understand what they are assessing

 More detailed briefings may be required for instruments which also assess competence

 Online briefings

 Credible qualified facilitator

 Prioritised Personal Development Plans

with no more than three key objectives

 Get commitment to resourcing development needs

Embedding Transformational

Leadership In Practice

A Question to close……

Can an organisation be transformational or is it

the people that make it?