Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011
-
Upload
ppma-public-sector-people-managers-association -
Category
Business
-
view
849 -
download
0
description
Transcript of Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011
CIPD Annual HR ConferencePPMA National Public Service Debate
Beverly Alimo-Metcalfe CPsychol. FBPsSEmeritus Professor of Leadership Studies, University of LeedsProfessor of Leadership, University of Bradford School of ManagementChief Executive, Real World Group
November 10th 2011
© Real World Group 2011www.realworld-group.com
What form of leadership creates high engagement?
Key leadership / organisational challenges
Increase effectiveness Sustain motivation Maintain wellbeing Create teams with high ‘readiness for change’ Create the conditions that encourage, facilitate, and
sustain innovation, exploitation of ideas and collective learning
A few words about…
Stress
The bad news…
The good news…
Engagement is…
Engagement
job satisfaction; motivation stress & wellbeing fulfilment; self-confidence
customer satisfaction; retention, loyalty, advocacy productivity & profitability proactivity; innovation
Good for Individuals
Good for Organisations
Increasing engagement & organisational success
© Real World Group 2011
Leadership: New vs. ‘traditional’ models
1 From leadership as position, to leadership as practice
2 Leadership as a social process - a dynamic, collective activity
3 Leadership as learning: outcome
From individual to collective
Emerges in and through relationships & networks of influence Interactions are collaborative; influence is 2-way
The kind of social interactions that are called ‘leadership’ result in learning and growth for the individuals involved, and for the organisation
The Model of Engaging Transformational Leadership
TLQ™ Dimensions
© Real World Group 2011
LEADING INDIVIDUALS
PERSONAL QUALITIES &
VALUES
Being Honest & Consistent
Acting with Integrity
Showing Genuine Concern
Being Accessible
Enabling
Encouraging Questioning
LEADING THE ORGANISATION
Supporting a Developmental Culture
Inspiring Others
Focusing Team Effort
Being Decisive
MOVING FORWARD TOGETHER
Building Shared Vision
Networking
Resolving Complex Problems
Facilitating Change Sensitively
Does it work?
Yes!
What’s the evidence?
Behaviours proven to increase engagement
Managers rated more engaging by staff
Organisations have shifted from bottom to top in staff surveys – become ST ‘Best Employer’
Staff’s ideas created new services
Organisation demonstrated savings of £millions
Embedded in teams – predicts their productivity and morale and wellbeing
Leadership, culture and ‘readiness for change’
Building capacity for sustainability
Characteristics of teams with high ‘readiness for change’
1 Open to change
2 Generate range of solutions
3 Successful in implementing
Leadership principles for creating high ‘readiness for change’
High readiness for change
Sustained productivity, morale & wellbeing
Create culture of high ‘social
support’
Build self-efficacy – focus on ‘identity’
Be honest about non-negotiables
C.I.A.
Don’t impose solutions – co-
create them
Build a shared vision
Don’t focus purely on the
‘rational’ reasonsExplode the
myth that people resist change
Share learning across the
organisation
Relationships between Top level leadership and organisational change
LEADERSHIP A
ORGANISATION CHANGE A
LEADERSHIP B
ORGANISATIONAL CHANGE B
Typical Board feedback
Relationships between Top level leadership and organisational change (2)
LEADERSHIP C
ORGANISATIONAL CHANGE C
Experiences of culture differ…
Summary of data collected from the ‘Leadership Culture & Change Inventory (LCCi)’™
© Real World Group
10 lessons from supporting cultural transformation
Top management active commitment is crucial
Transparency - Engage the whole organisation
Diagnose what interventions required where
Relate everything to the organisation’s vision, goals & values
Focus on individual, team, & organisational outcomes
Support middle managers
Build human capital & social capital
Ensure all HR processes consistent with the aims
Evaluate ROI – share learning
Celebrate success & publicise it!
Background reading:Research Insight report for CIPD
Authors:
Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008)
Available free from www.realworld-group.com
Other suggested readings
Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'Leadership in public and 3 rd sector organisations'. In J. Storey (ed.).(2nd edn) Leadership in Organisations: Current Issues & Key Trends, . London: Routledge.
Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'The ‘need to get more for less’: A new model of ‘engaging leadership’ and evidence of its effect on team productivity, and staff morale and wellbeing at work’. Paper submitted to the Chartered Management Institute; available from their website.
Alimo-Metcalfe, B., Alban-Metcalfe, J., Bradley, M., Mariathasan, J. & Samele, C. (2008). ‘The impact of engaging leadership on performance, attitudes to work and well-being at work: a longitudinal study’. The Journal of Health Organization & Management, 22, 6, 586-598.
Alimo-Metcalfe, B. & Bradley, M. (2009). ‘Darzi and leadership – it’s too important to get wrong this time’. In Clinical Leadership Journal, 2, 1, 3-11.
Alimo-Metcalfe, B. & Bradley, M. (2008). ‘Cast in a new light’. People Management, January 24th, 38-41.