Dr. Nollaig Heffernan & Doug Strycharczyk

Transcription

1 Conference 2010

2 Leadership Coaching The Integrated Leadership Model Making sense out of chaos Workshop led by Dr. Nollaig Heffernan & Doug Strycharczyk Nollaig has been working with AQR Ltd to develop and introduce the unique occupational psychometric Leadership Measure. Doug Strycharczyk, CEO for AQR Ltd, possesses more than 30 years experience in a variety of Line, HR & Consultancy roles

3 Leadership - About this presentation No need to take notes Presentation slides will be available on the Coaching Pool web pages following the conference An information pack is being developed. Please hand the Further Information Form in at the end of the presentation and the information pack will be forwarded in electronic format to all who request it. Happy to take questions as we go along

4 What is Leadership?

5 What is Leadership? In August 2007, after typing leadership and definition into Google produced 14.1 million sites. The first page produced 20 different definitions Leadership tends to be defined by two crucial concepts: Performance The Follower

6 What is Leadership? Leadership is influencing, inspiring and directing the performance of people towards the achievement of key goals and creating the sense of success in the short and the long term. Note emphasis on performance & achievement - this is the primary purpose... doing it through people is the enabler! Leadership is about enabling people to give up their discretionary performance and not see it as a chore.

7 An interesting difference between managers and leaders? Organisations can appoint a manager and staff will generally understand what that means and behave accordingly. Organisations cannot appoint leaders and tell staff to follow the leader. The follower decides whether they will follow the leader. the follower appoints the leader!! Organisations generally want their managers to be leaders its how they get high performance

8 Is Leadership Important? t? A good manager will take a set of resources and manage them to deliver a budgeted and acceptable set of outputs. A good leader will achieve more than this. The expectations will be greater, the belief of the team that they can achieve will be greater and commitment to deliver will be greater the resulting performance should be special. This is why it is important

9 Origins The Stimulus whywedidit we it. ILM Hilary Hall a chance conversation Programme at Hull University The Challenge what did we seek to do A model or concept which maps to all current models A&O To create a reliable (psychometric) measure The Response what did we do A team - Dr Peter Clough, Head of Psychology at Hull University Doug Strycharczyk, MD for AQR Ltd. - Dr. Nollaig Heffernan

10 Origins Leadership Models exist in the world of work and in academia the first surprise little crossover So the research covered models in both worlds

11 Origins Popular Models in the World of Work seem to fall into broad groupings: Great Person models Trait theory Behavioural Models Situational Models Transformational Models They all explain something in a common area but the links y p g between them are not always clear.

12 Origins Great Person Models Something in the person which enables them to become leaders Churchill, Ghandi, Mandela, Thatcher, Napoleon, Kennedy, Hitler?, etc Charisma Something in this concept but it doesn t explain much

13 Origins Trait Theory Suggests there are core traits which together describe a leader. People may be born with those traits but they can be developed Approaches include: Intelligence Personality Other Qualities - drive, motivation, ambition, honesty, integrity, self assurance - don t need big intellects

14 Origins Behavioural Models Pull Theory Transactional Transformational Action Centred Leadership Covey Personal & Positional power

15 Origins Pull Theory - Warren Bennis & Burt Nanus Leaders role is to pull followers with/behind them Vision pointing the way forward Communication sharing the vision and strategy Positioning Building Trust & Commitment Role modelling Demonstrating self worth & prepared to improve own performance

16 Origins Transactional MacGregor theory X & theory Y Transactional Analysis P-A-C Transformational Inspiring, i encouraging, role modelling, dealing with change, treating people as individuals, etc

17 Origins Action Centred Leadership John Adair military basis A function of attending to the needs of the Task Team Individual INDIVIDUAL See later! TASK TEAM

18 Origins Covey s 7 Habits Have the end in Mind Believe you can achieve Do first things first Communicate but first you listen Think Win-Win Use the strengths of others Sharpen the Saw

19 Origins Style Based Models Situational Tell Sell Participate Delegate Adapt style according to complexity of task, speed of action and maturity of the follower.

20 Origins Academic Models Contingency Theories Situational Fiedler's LPC Model least preferred co-worker Leadership style fi friendly, co-operative, open, etc Situational control No ideal leader situational fixed style House's Path-Goal Theory Achievement orientated Leaders clear the path for others style is flexible 4 leadership styles task, directive, participative, p supportive

21 Origins Academic Models Dyadic Theories power balance Leader-Member Exchange (LMX) Theory Developing the leader-follower relationship is a process 1, Role taking 2, Role making 3, Routinisation Psychodynamic Approaches How a leader influences others Process transactional model

22 Origins Academic Models Bass Transformational leadership Increase awareness of the task and its value Focus on common goals Activate higher order needs Charisma is important but not essential Once again a lot of good research but usually very specific. Sometimes (!) related to the occupational models.

23 First Steps Analysed every model to identify common elements links? Found that all models had roots in 6 core /specific scales These represented aspects of leadership style Created a questionnaire i with >125 items Put it to the test Gathered information about status, s age, gender, ethnic origin, culture, performance, etc and carried out analyses

24 Analysis and Results c.1500 participants i t from >50 organisations 60% Male/40% Female 50%Public Sector/50% Private sector Found that the 6 specific scales stood up reliability scores were high ( ) Then found 3 additional global relationships! - reliability scores were very high ( ) Linked to all popular models

25 6 Specific Scales Specific Scales Style/Orientation Task Flexible De-Centralised Reward The Means Structured People Dogmatic Centralised Punishment The End Organic

26 The Specific Scales Task v. Person This reflects and measures the extent which the individual is orientated towards meeting the needs of the task or is concerned with the needs of individuals Task Person Success breeds success Delivery is a prime motivator The job is important People satisfaction is important The task is not the driver Wellbeing is critical

27 The Specific Scales Flexible v. Dogmatic This scale measures the extent to which the leader prefers to involve others in analysis and decision making in the organisation Flexible Dogmatic Keep an open mind There s one way - its my way Like to gather ideas Will take time Once mind made up won t change Being decisive is a virtue

28 The Specific Scales De-Centralised v. Centralised This scale measures the extent to which the leader feels they are central to the operation and to what extent they will empower others to exercise authority De-Centralised Delegation Empowerment The organisation can function without me Centralised Need for control Decisions come through me Without me the organisation will not function as well

29 The Specific Scales Reward v. Punishment This scale measures the extent to which the leader believes that people are motivated by reward. or by punishment Reward Recognition is a motivator Encouragement People are intrinsically interested in doing a good job Punishment High expectations failure is punishable Strict, Severe People need a firm hand - if they are to perform

30 The Specific Scales The Means v. The End This scale measures how important hitting goals and targets are to the person and what they are prepared to sacrifice to get there The Means Standards, Values, Ethics The End Outright focus on result Consider implications Will accept casualties & bruising The end doesn t justify the means The end justifies the means

31 The Specific Scales Structured v. Organic This scale measures the extent to which h structure, planning and personal organisation are important to the person and to what extent they will rely upon their presence, intuition and instinct to achieve Structured Organic Use of models Inner belief very personal style Vision, values & plans Leadership can be taught More likely to use intuition

32 The Specific Scales Bi-polar there is no right or wrong position There doesn t appear to be a style profile which is always the best Helps to bring a lot of clarity to looking at leadership from the individuals perspective p but... Leadership is situational ILM72 measures adopted style not necessarily preferred style. It seems that we conform to the organisation s culture... with big implications for development activity.

33 Specific Scales Defining Culture Specific Scales Style/Orientation Task Flexible De Centralised Reward The Means Structured People Dogmatic Centralised Punishment The End Organic

34 The Global l Scales The six specific scales each contribute in their own way to 3 global scales. Second order characteristics which can be described as what you get when you put together a set of preferred styles. And this time there is a high and a low end! Highly significant points to the core of leadership effectiveness

35 3Gl Global lscales - these provide perspective A. DETERMINATION TO DELIVER Task B. ENGAGING WITH INDIVIDUALS Individual id C. ENGAGING WITH TEAMS Team

36 The Global l Scales DETERMINATION TO DELIVER The extent to which there is a single minded determination to achieve in the short and long term. Delivering what is promised is an over-riding requirement which leads to success and the feeling of success Satisfaction derived from other Achievement is everything things Don t like to push others Happy to push others to get things done Idealists see the world how it The world has winners and should be losers

37 The Global Scales ENGAGING WITH THE INDIVIDUAL The extent to which there is focus on enhancing the capability, confidence and commitment of individuals to enable them to contribute to the organisation and to fulfil themselves. The emphasis here is on ensuring people carry out their roles in the organisation People can fend for themselves Employee capability is important Only provide need to know People are simply factors of production they can do as they are told Create spirit, harmony and atmosphere Concerned with how employee s feel their wellbeing

38 The Global Scales ENGAGING WITH TEAM WORKING The extent to which there is focus on and attention given to harnessing all the potential in an organisation so that problem solving and decision making can occur more efficiently and more effectively. With a major emphasis on x-functional team working Things won t function without you Decisions made by others wont be consistent with yours Want to dig into the detail Don t have to be at the centre of everything Belief in the capability of others You don t have to like each other.. you do have to work together

39 The link to motivation theory If engaging with people is fundamental to leadership practice and bh behaviour, understanding what motivates people is crucially important. ILM72 integrates really well with leading motivation theory.

40 The Global Scales Hertzberg Intrinsic motivation is a function of key motivators: Achievement (42%) DtD Recognition (33%) IC/TW The work itself (26%) IC/TW Responsibility (23%) IC/TW Growth/advancement (20%) DtD/IC/TW

41 The Global Scales Maslow Hierarchy of needs 5 levels: 1. Self Actualisation/Fulfilment DtD 2. Esteem IC/DtD 3. Belonging g (to a team) IC/TW Safety need for security 5. Physiological need to eat/keep warm/etc Leadership focuses on the higher order needs

42 The Global Scales - a summary Determination to deliver Working at people to direct them in what they need to do to deliver key goals. This is entirely about focus Individual cohesion Working with people to develop their capability to perform and be productive Team working Working through people/organisation to harness energy and capability to solve problems & make decisions at the right level.

43 Leadership Effectiveness GOOD Effective Leadership BETTER More effective Leadership BEST Highly effective Leadership DtD DtD + IC or TW IC and TW DtD + IC and TW

44 The Model Any Questions?

45 Relationship with Action Centred Leadership Very similar to the 3 circles model John Adair got it mostly right The 3 global factors overlap but they are independent and separate. The 3 factors are not necessarily equal in weight The 3 factors are tightly focused

46 How can you measure Leadership?

47 ILM72 Questionnaire On-line questionnaire (& paper & pencil) 5 types of reports 4 about the individual & 1 organisational Applications Coaching Organisational Development Management Development Employee development/appraisal

48 ILM72 Reports For the individual: Development report provides clear feedback plus suggestions for development to improve performance on each scale pages Distance travelled report showing changes where these occur For the coach/manager: Assessment report gives clear feedback on each scales & at least 10 questions to help probe each area 8 10 pages Coaching report gives clear feedback on scales plus suggested coaching & development actions designed to complement the development report pages

49 Developing Leadership Style and effectiveness The ILM72 measure provides remarkable capability for Diagnosis identifying what are the issues and what might be suitable interventions Evaluation identifying i to what extent t development progress has been made Research identifying which interventions are most effective and potential for improvement This provides valuable capability for coaches and trainers to This provides valuable capability for coaches and trainers to guide them in their work.

50 Developing Leadership Style and effectiveness The Integrated Leadership Model provides a unique framework within which coaches, trainers, etc can work and use what they already know: The GLOBAL factors which provide a MACRO pctu picture of what is essential for performance and which applies to all leadership models. On what must a leader focus to generate followership. The SPECIFIC scales which provide the MICRO picture of how a person can demonstrate leadership in a range of situations this relates to all models too. How should a leader act to engage with people.

51 ILM72 Organisational Case Study Major Local Authority 3 star Employed 7000 staff 97 senior managers Decided to go for excellence 4 star Reorganised merged with local PCT Year 1 year of visioning i i went very well Year 2 - year of planning went very well Year 3 start of years of delivery little happened Organisation had previously been centrally led Objective was to empower and engage the whole workforce and Introduce a performance management culture.

52 ILM72 Organisational Case Study What happened next 2006 participated in the validation study Organisational analysis extremely interesting particularly in terms of the global factors Result Understood why the organisation had not succeeded with its goals and Where attention had to be directed Has now developed a co-ordinated OD programme with a greater chance of success Individual id feedback to all managers works well

53 ILM72 Determination to Deliver Across the 97 senior managers determination to deliver was not significantly greater than average 35.0% 30.0% Frequency 25.0% 20.0% 15.0% 10.0% 0% 5.0% 0.0% Stens

54 ILM72 Individual Cohesion Across the 97 senior managers focus on the individual was not significant Frequency 40.0% 35.0% 30.0% 0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Stens

55 ILM72 Focus on Team Working The most significant result indicating little focus on team working 30.0% 25.0% Frequency 20.0% 15.0% 10.0% 5.0% 0.0% Stens

56 Leadership We haven't got a complete answer we have made sense out of the muddle that is leadership theory We have provided a stable framework which provides context We can measure key aspects of leadership if you cant measure what you are doing how do you know you are doing it? We are very conscious we are generating more questions We are aware we are on a journey not at its end.

57 Any Questions?

58 Leadership Development The tool and the model provides a framework within which Leadership style and global behaviour can be developed. Leadership is situational style and behaviour responds to the demand made at the time. A practical approach. The tool enables us to measure prevailing or preferred style and to compare it against what the organisation needs to adopt to achieve its goals. Provides an opportunity to make sense of competency frameworks to set priorities.

59 Leadership Development The model links to all popular models and provides an over arching framework it helps to integrate t them. It can be used at any level. Aligned with the ILM qualification framework. Easy to incorporate into a training, development or y p g p coaching programme.

60 Any Questions? s Dr. Nollaig Heffernan & Doug Strycharczyk headoffice@aqr.co.uk