DEVELOPING LEADERS TRANSFORMING TEAMS

Transcription

1 DEVELOPING LEADERS TRANSFORMING TEAMS

2 Upcoming Events Draft Schedule Month October November Nov/Dec January February March April May June Event External Speaker Expert Perspectives 60 Minute Master Class 60 Minute Master Class Expert Perspectives 60 Minute Master Class External Speaker Expert Perspectives 60 Minute Master Class

3 Published April 20, 2012 Available from Amazon: hardcover, Kindle Waterstones/Blackwells/ Foyles: W H Smith: 25.48

4 Ready for Change? Contents Spurring Innovation through Strong HRM Systems Establishing Organisational Receptivity for Change The Alchemy of Entrepreneurial Business Growth Linked Data for the 21 st Century Enterprise: From Silos to Supply Chains Collaborative Decision Making through the Mapping of Group Knowledge The Essence of High Performance Teams The Case and Context for Quality Working Relationships Organizational Change and Development: a case study in the Indian Electricity Market Leveraging Relationships to Get Ready For Change Marketing is all about T Shirts and Posters Right? Securing the Benefits of Inward Investment Management of Project Management Performance: a case study in the Indian Oil Industry

5 Ready for Change? Contents Spurring Innovation through Strong HRM Systems Establishing Organisational Receptivity for Change The Alchemy of Entrepreneurial Business Growth Linked Data for the 21 st Century Enterprise: From Silos to Supply Chains Collaborative Decision Making through the Mapping of Group Knowledge The Essence of High Performance Teams The Case and Context for Quality Working Relationships Organizational Change and Development: a case study in the Indian Electricity Market Leveraging Relationships to Get Ready For Change Marketing is all about T Shirts and Posters Right? Securing the Benefits of Inward Investment Management of Project Management Performance: a case study in the Indian Oil Industry

6 Getting on with the boss! Developing a Relationship-based Approach to Leadership CED Master Class Robin Martin (r.martin@aston.ac.uk)

7 Robin Martin Work and Organisational Psychologist Aston Business School (since 2006): Professor of Organisational Psychology Previously: Universities of Queensland (Australia), Cardiff, Swansea, Sheffield Research, Teach and Consult: Leadership, Work Motivation, Team Working, Innovation Consulted to over 100 companies including: ACORNS, Biffa, BUPA, Birmingham City Council, Black Country Partnership, Capgemini, Carillion, CeDo, Cheshire and Wirral Partnership, Dolland and Aitchison, Jacobs, JCB, NHS, Quadnetics, Rencol, Royal Mail Engineering, Saint-Gobain, Sellafield, SITA, T-Systems

8 Preamble we view the relationship with one s supervisor as a lens through which the entire work experience is viewed (Gerstner & Day, 1997)

9 Definition of Leadership Leadership: Definition Leadership is the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members Managers Co-ordinate: Leaders Add Value

10 Approaches to Leadership Traditional approach: Leadership is a top down process the leader does something to the subordinate who is passive in the role Contemporary approach: Leadership involves a relationship between leader and colleague, it is a reciprocal process Work for Leader Work with Leader

11 Inter-Personal Relationships An enduring association between two persons: - An on going connection with each other - Bond has special properties (including a sense of history, awareness of nature of relationship) - Exert influence on each others thoughts, feelings, behaviours - Expect to interact in the future

12 Relationship-based Approach to Leadership Theory: Leader-member Exchange Theory (LMX) Leaders form social relationship with subordinates based on social exchanges (socioemotional and economic) develops over time Quality of relationship refers to: Contribution (or task-related behaviors) Loyalty (including aspects of trust) Affect Professional respect

13 Types of Relationships Low Quality Relationship Work to employment contract, low trust, support and rewards High Quality Relationship Leader-follower bond has high attraction, mutual influence, support and trust 80% of managers develop different quality relationships with their subordinates

14 Leader-Follower Relationship The better the leader-follower relationship: Range of work-related reactions e.g. > job satisfaction > well-being > organisational commitment Increased innovations Work performance Frequency of promotions Negatively related to turnover

15 Relationship Test You: I have some personal problems that I don t want to give details, but I may not be as effective over the next week or so Manager: Thanks for telling me, is there anything I can do to help?

16 What predicts Relationship Quality? Similarity - Attraction hypothesis We like people who are similar to us because it validates our beliefs and attitudes Managers tend to have good quality relationships with those they are similar to on dimensions important to the manager these dimensions are often non-work related Non-work Dimensions include: Age (expect to be older), Gender, Race, Socio-economic background, Attitudes and beliefs, Outside work-interests

17 Some Exceptions Good relationships not always based on similarity, e.g. when the task demands are very high when you work independent of manager manager has low power good performer Some managers manipulate relationship quality for their own benefit! Manager as Tactician!

18 Relationships can be based on Emotions Workplace relationships can be affected by factors beyond your control You manager might look similar to someone you dislike Your manager s name might remind you of someone you dislike Baby naming!

19 Who is Robin Martin? Vice-president of a bank ROBiN MARTiN is a radio station Politician Murder (Female) Nun! The one my wife would prefer

20 In France!

21 Leadership occurs in Groups Leaders manage groups of people who talk amongst themselves mostly about the leader! Basic psychology tells us people compare their relationship with their manager with others who work for the same manager the boss treats you better than he treats me! the manager has a special group of buddies

22 Summary of Findings Samples: Firefighters, Sales Assistants, Care Workers, Financial Services Range of Leader-Follower Relationships + Team Conflict Job Satisfaction Work Stress + Manager seen as Unfair - + Work Performance

23 Relationship Differentiation and Performance Sample: 34 West Midland stores of major supermarket chain [each senior management team (store manager plus 2-4 others) and up to 200 store assistants] Data: Survey management team, Store performance over 4 months [sales ( s), targets, mystery shopper scores] Finding: Greater range of relationships senior manager had with other managers: - No effect on total sales - Negative effect on mystery shopper scores (contribute to manager bonuses!)

24 Effects of Different Relationship Qualities Treating followers differently increases team conflict because manager is seen as being unjust Those with a poor relationship can feel bitter and work against the manager form resistance group! Bad apple effect those with a bad relationship try to turn others against the manager!

25 Benefits and Perils of being Liked by the boss! Whether you like or dislike someone distorts your view of their behaviour Generally, if you like someone you tend to see: Good behaviour due to internal factors (e.g., personality, ability) Bad behaviour due to external factors (e.g., unwell, poor luck) But what happens when you dislike someone?

26 Sample: 108 managers attending Executive Education classes Task: think of someone you like and someone you dislike For each person imagine that their performance is good or bad What reasons might have caused this? Performance level Good Bad Target Person Like Dislike (Martin & Hodgetts, 2010)

27 Performance Level Like Target Person Dislike Good 88% Internal (e.g. Hard worker, Good at job, Conscientious) Bad 72% External (e.g., Not well, Tired, Outside work affected them)

28 Performance Level Like Target Person Dislike Good 88% Internal (e.g. Hard worker, Good at job, Conscientious) 68% External (e.g. Had help from team/leader, Lucky!, Slept with the boss!) Bad 72% External (e.g. Not well, Tired, Outside work affected them) 80% Internal (e.g. Lazy, Did not try hard, Not conscientious)

29 Overcoming the Bias: What Managers Can Do? Understand your biases (default-positive vs. default negative) Recognise tendencies to apply biases without thinking Be aware new information is interpreted to fit schema Employ objective or criterion-based performance criteria Get triangulation use evidence from different sources Encourage diversity of thinking, and openly recognise and celebrate differences of approach Be prepared to change your judgement!

30 Developing Good Relationships Relationship belongs to both people joint responsibility Shared understanding of what each other wants, clear expectations and boundaries Respect different needs, desires and perspectives Acknowledge reciprocal relationship Relationship should be us / partnership and not me vs. you Admit shortcomings and be brave to change Communication and trust need to listen to other and self

31 Summary Workplace relationships are like non-work relationships Managers have different quality relationships with those they manage Relationships quality is a major determinant of psychological wellbeing and performance for manager too! Relationships quality due to work and non-work factors sometimes for irrational reasons People compare relationships with manager Different quality relationships lead to conflict Many biases affect relationships Managers need to manage and nurture these relationships

32 If all else fails If your boss is getting you down, look at him through the prongs of a fork and imagine him in jail. David Brent (The Office)

33 Research Programme We believe in a reciprocal relationship between research and practice. All the ideas presented today are part of our research programme. If you would like to be involved in our research or find out more details, then please do contact me: Robin Martin (r.martin@aston.ac.uk)

34 Discussion Questions 1. How do you know if you have good or bad relationships with your team members? 2. What effect does having different relationships (good and bad) have on team morale and performance? 3. Given the biases that affect relationship quality, what impact do these have on: Selection and interviewing Appraisals Promotion

35 About Aston Business School About Aston Business School Aston Business School brings a 60 year track record of successfully devising and delivering globally relevant business education. Our peer-tested fresh insights spring from what the 2008 Research Assessment Exercise (RAE) judged to be world leading and internationally excellent research. Our standing as one of the top 1% of business schools in the world, one of a very few to hold triple accreditation from EQUIS, AMBA and AACSB guarantees relevance, pertinence and quality. For further information, please go to: Slide 35

36 Committed to the development of globally relevant leaders.