Learning network three Leadership that gets results, Transactional Drivers, Presence and Impact Monday 13 January 2020
Moving up – BAME leadership programme The National Skills Academy for Social Care welcomes you to: Learning Network 2 Leadership that gets Results, Transactional Drivers, Presence and Impact
Workshop Outline 09:30 – 10:00 Welcome and Introductions 10:00 – 11:30 Management and Leadership that Gets Results 11:30 – 11:45 Break 11:45 – 12:45 Vision Boards 12:45 – 13:30 Lunch 13:30 – 14:45 Transactional Drivers 14:45 – 15:00 Break 15:00 – 16:15 Authority, Presence, Impact 16:15 – 16:30 Review 16:30 Close
Learning Outcomes By the end of the module Learners will be able to: ▪ Explore how leadership really works and what it means to provide “visible/purposeful leadership” ▪ Identify ways to understand and share your multiple perspectives ▪ Recognise the unconscious pressure that can drive individual behaviour and know how to manage and balance those drivers effectively in the workplace ▪ Use self-awareness to enhance your presence and engagement ▪ Identify how to inspire and motivate others, and how to build effective interpersonal relationships ▪ Enhance capability to create an effective development environment for self and others to optimise potential
Check-In What’s been happening for you since 1. the last session 2. What are you more aware of about your leadership as a consequence of the last session? 3. What do you need to be doing more of and what do you need to do less of?
“ The world we have made, as a result of the level of thinking we have done thus far, creates problems we cannot solve at the same level of thinking at which we created them. ” Albert Einstein
Who am I? I am … Working in pairs: ▪ One person takes the role of listener, while the other speaks for one minute (the facilitator will tell you when to stop) ▪ Do not interrupt each other
Leadership and Management?
What is leadership? Leadership creates the systems that managers manage and changes them in fundamental ways to take advantage of opportunities and to avoid hazards: ▪ Creating vision and strategy ▪ Communicating and setting direction ▪ Motivating action ▪ Aligning people ▪ Creating systems and transforming them when needed to allow for growth, evolution, opportunities, and hazard avoidance.
What is Management? Management makes systems of people and technology work well day after day, week after week, year after year: ▪ Planning and budgeting ▪ Organizing and staffing ▪ Controlling and problem solving ▪ Taking complex systems of people and technology and making them run efficiently and effectively, hour after hour, day after day
Difference between Leadership and Management? ▪ “Leadership is about coping with change. Management is about coping with complexity” John Kotter ▪ “Managing is helping to make happen what is supposed to happen anyway; Leadership is making happen what isn’t going to happen anyway” Richard Pascale ▪ “Effective leadership is putting first things first. Effective management is discipline, carrying it out” Stephen Covey ▪ “Management is doing things right; leadership is doing the right things” Peter Drucker
Leadership Theories 1. Trait Theories 2. Behavioral Theories 3. Contingency or Situational Theories 4. Power and Influence Theories
Transactional theory Trait theories This approach emphasises the importance of The list of traits or qualities associated with the relationship between leader and leadership exist in abundance and continue followers, focusing on the mutual benefits to be produced. They draw on virtually all derived from a form of ‘contract’ through the adjectives in the dictionary which which the leader delivers such things as describe some positive or virtuous human rewards or recognition in return for the attribute, from ambition to zest for life. commitment loyalty of the followers. Power and influence approaches Great man theories These focus on the exercise of power Based on the belief that leaders are and influence and assume the exceptional people, born with innate centralisation of decision making and a qualities, destined to lead. The nature passive role for subordinates. of this approach is misleading. Leadership ‘School of thought’ Behaviourist theories Attribution theory Concentrate on what leaders actually do Here the emphasis is on the power of rather than on their qualities. Different the followers and the factors which patterns of behaviours are observed and cause them to attribute leadership to categorised as ‘styles of leadership’. This a particular person area has probably attracted most attention from practising managers. Transformational theory Contingency theory The central concept here is change This is a refinement of the situational and the role of leadership in viewpoint and focusers on identifying Situational leadership envisioning and implementing the the situation variable which best This approach sees leadership as transformation of organisational predict the most appropriate or relatively specific to the situation in performance. effective leadership style to fit the which it is being exercised. For particular circumstances. example, military leadership may demand skills, qualities and behaviours which differ from those associated with successful leadership in industry or the Church.
Some Leadership Theories Since the early 20th century, 4 main groups of theories have emerged. 1. Trait Theories – What Type of Person Makes a Good Leader? Trait theories argue that effective leaders share a number of common personality characteristics, or "traits”. However, none of these traits, nor any specific combination of them, will guarantee success as a leader. 2. Behavioural Theories – What Does a Good Leader Do? Behavioural theories focus on how leaders behave. For instance, do leaders dictate what needs to be done and expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support?
Some Leadership Theories 3. Contingency or Situational Theories – How Does the Situation Influence Good Leadership? The realisation that there is no one correct type of leader led to theories that the best leadership style depends on the situation. These theories try to predict which style is best in which circumstance. 4. Power and Influence Theories – What is the Source of the Leader's Power? Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done, and they look at the leadership styles that emerge as a result.
Leadership Models
Action Centred Leadership John Adair Achieving tasks Building the Developing team individuals
Action Centred Leadership Task Team Individual ▪ ▪ ▪ Achieving objectives Maintaining morale Matching needs ▪ ▪ ▪ Defining task Building team spirit Giving praise ▪ ▪ ▪ Planning work Setting standards Personal problems ▪ ▪ ▪ Allocating Resources Communication Training (learning) ▪ ▪ ▪ Defining role Training (learning) Resolving conflict ▪ ▪ Quality control Appointing sub-leaders ▪ Progress review Task Team Individual
Action Centred Leadership What kind of things might you produce as a manger to show you were looking ahead? What would help you Tasks feel secure as part of a team and support you working to your full potential? What Team Individuals information/materials have you needed from a manager in the past as part of a team? John Adair ™
Action Centred Leadership Needs: Individual Team Task ▪ Feedback. ▪ ▪ Data. Plans. ▪ Responsibility. ▪ ▪ Reports. Milestones. ▪ Job information. ▪ ▪ Expert advice. Actions plans. ▪ Training. ▪ Case studies. ▪ Blueprints. ▪ Appraisals. ▪ ▪ Management reports. Projections. ▪ Open door to the ▪ Business reports. manager. ▪ Sector information. ▪ Freedom to discuss ▪ Sales figures. problems. ▪ Customer data. ▪ Extra people. ▪ Space. ▪ Time. ▪ Technology.
Action Centred Leadership As well as the 3 elements of Action Centred Leadership, Adair sets out these core functions of leadership which are vital to the Action Centered Leadership model: ▪ Planning - seeking information, defining tasks, setting aims ▪ Initiating - briefing, task allocation, setting standards ▪ Controlling - maintaining standards, ensuring progress, ongoing decision-making ▪ Supporting - individuals' contributions, encouraging, team spirit, reconciling, morale ▪ Informing - clarifying tasks and plans, updating, receiving feedback and interpreting ▪ Evaluating - feasibility of ideas, performance, enabling self assessment
Adair’s 50:50 Rule Adair’s '50:50 rule’ applies to various situations involving two possible influencers, eg the view that 50% of motivation lies with the individual and 50% comes from external factors, among them leadership from another. This contradicts most motivation gurus who assert that most motivation is from within the individual. He also suggests that 50% of team building success comes from the team and 50% from the leader.
Situational Leadership Hersey and Blanchard
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