Uplifting Leadership BCSSA Conference Andy Hargreaves Boston College.
Professor Uplifting Leadership: Your Performance, Alma ... · Leadership a key lever of high...
Transcript of Professor Uplifting Leadership: Your Performance, Alma ... · Leadership a key lever of high...
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Professor Alma Harris
Institute of Educational Leadership
University of Malaya
Uplifting Leadership: Your Performance, Your People and Yourself
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The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low and achieving our mark.
Michelangelo
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The paradox of organizational success
What got you there won’t keep you there.
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It is no longer enough to respond to change –organisations must design change or be left behind
High Performance
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Will not occur without some change in leadership or leadership practice
Organizational Improvement &
Sustainability
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Leadership a key lever of high organisational performance.
Successful organisations have widely and carefully distributed leadership (Leithwood et al, 2009; Hargreaves, Boyle and Harris, 2014)
Effective leaders grow and manage other leaders
Leadership: What we Know
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We need to know what type of leadership will transform and sustain organisational learning?
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Peter Senge, (2006)
In a world of global networks, we face issues for which top down leadership is inherently inadequate
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So Leadership Matters
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What type of leadership transforms organisational performance and sustains outcomes?
But
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Action v Interaction
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Level 1 Capable individual
Level 2 Team manager
Level 3 Competent manager
Level 4 Effective Leader
Level 5 Executive
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Channel ego needs away from themselves
Focus on larger goals
Are ambitious for their institution and not themselves
Widely distribute leadership
Level 5 Leaders
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An organisation cannot flourish – at least, not for long – on the actions of the top leader alone. ……. many leaders are needed at many levels. (Fullan, 2002)
Leadership Capacity
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Implication
A shift away from vertical, hierarchical, role based leadership to a lateral, capacity building model.
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What does leadership look like in different sectors?
What lessons can we learn from high performing organizations and the way they are led?
But
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3 Sectors: Business, Sport and Education
(Hargreaves and Harris, 2010)
School Heads, Asst HeadsTeachers, TA's
StudentsAdministrative Staff
9 SitesPrimary & Secondary
LEA's
EducationUK
CEOsVP's, DirectorsMid-managersFront line staff
5 SitesMedium to large companies
BusinessUK, USA, & Italy
Directors, ManagersCoaches
Consultants
4 SitesProfessional & amateur
sports teams
SportUK, Australia, & Ireland
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“My job as CEO is not to make
business decisions - It’s to push
managers to be leaders.”
Fiat
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Cricket Australia
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SHOEbuy.com
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Findings
More Similarities than Differences
Context Shaped but did not define Leadership practice
High Performance Leadership has certain common features
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Creativity and Counter-flow
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Measuring with Meaning
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Measure
What you value
Share your targets
Be transparent
Interpret Evidence Intelligently
Make your metrics meaningful
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Sustainable Growth
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Collaborating And Competing
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Leadership in High Performing Organisations (Hargreaves, Boyle and Harris, 2014)
Competition AND Collaboration
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1: The Fallacy of Speed
2: The Fallacy of Replacement
3: The Fallacy of Numbers
4: The Fallacy of Prescription
5: The Fallacy of Competition
5 Myths about Change
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Uplifting Your People
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Uplift Your People
Know your people
Draw best out of them
Build Trust
Convert Weakness into Strength
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How?
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Distributed leadership (Harris 2008)
Leadership shared and extended within and between and across organizational boundaries:
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Distributed leadership is exercised by a range of people within an organization, extending to those with no formal leadership status in the hierarchy.
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What is distributed leadership?
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Distributed Leadership Matters
(Harris, 2014)
Expertise not position
Distributed accountability
Distribution is non permanent
Changing roles and responsibilities
Leadership as practice
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So does DL make a difference?
(Harris 2008)
Improved organizational outcomes
Improved organizational learning
Improved staff morale and self efficacy
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“Without stones, there is no arch.” – Marco Polo
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What Does High Performance Leadership Look Like in Different Countries?
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New Leadership Study
7 System Leadership
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Contact
Website
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Terima TerKasih
TERIMAH KASIH
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Professor Alma Harris (Director Institute of Educational Leadership, University of Malaya)
Q and A