Professor Beverly AlimoMetcalfe CPsychol Real World Group

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Professor Beverly Alimo-Metcalfe CPsycholReal
World Group University of Bradford School of
Management
Appendix 5

The NHS Lanarkshire Celebrating Lanarkshire
2008 The University of the West of
Scotland November 7th 2008
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The crucial importance of engaging leadership
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The Challenges facing organisations

• Greater complexity, competition, and change
• Leadership crisis
• Talent Management
• Generation Y

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Aims

• Explore current research findings on leadership
  and culture change and consider how this can
  support personal and organisational leadership
  practice
• Reflect on the impact of my leadership in
  relation to the effectiveness, morale and
  well-being of colleagues
• Consider how the delivery of healthcare services
  by NHS Lanarkshire can be made more effective
  through influencing the culture of teams in which
  we work, and the way in which we work with others
• Begin to identify actions that I can undertake in
  order to build the leadership capacity in NHS
  Lanarkshire

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The challengesfacing leaders

• How do we achieve/increase effectiveness in an
  environment of constant change?
• How do we sustain motivation?
• How do we sustain or increase well-being?
• How do we create a culture of constant
  improvement?

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Leadership research Time for a new direction

• Heroic leadership is dead!
• The key is engagement

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Engagement Is..

• a measure of the extent to which employees put
  discretionary effort into their work

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Engagement the Business Case

• Towers Perrin (2005)
• Watson Wyatt (2006)
• Sirota Survey Intelligence (2006)
• Corrigan (2000)
• RWG Kings College (2007)

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Drivers for Engagement in the NHS

• Involvement in decision-making
• Freedom to voice ideas, to which managers listen
• Being valued by ones manager for contributions
• Feeling enabled to perform well
• Having opportunities to develop on the job
• Clear line of sight between job
  organisations aims
• Feeling the organisation is concerned for staffs
  health well-being

Robinson et al., (2004). The Drivers of Employee
Engagement. IES Report 408
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• A New Inclusive Model of Engaging
  Transformational Leadership

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Dimensions of the Engaging Transformational
Leadership Questionnaire (TLQ)
ENGAGING INDIVIDUALS
Showing Genuine Concern Being Accessible Enabling
Encouraging Questioning
PERSONAL QUALITIES CORE VALUES
MOVING FORWARD TOGETHER
Being Honest Consistent Acting with Integrity
ENGAGING THE ORGANISATION
Building Shared Vision Networking Resolving
Complex Problems Facilitating Change Sensitively
Supporting a Developmental Culture Inspiring
Others Focusing Team Effort Being Decisive
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Old Heroic vs the New model of Engaging
Leadership

• Old Leader as saviour
• New Leader as servant and partner
• New Leadership is a social process (ubuntu)
• New Leadership is about connectedness through a
  
• shared vision, co-ownership, co-design
  and
• empowering partners in implementation

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Embedding a culture of engaging leadership
LEADERSHIP
CULTURE
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The Obsession with Competencies

• The competency debate
• Evidence of the validity of the LQF?
• Competencies arent enough

Alimo-Metcalfe Alban-Metcalfe, 2004 Bolden
Gosling, 2006 Hollenbeck,McCall Silzer, 2006
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Some of the criticismsre Competency approach

• Overly reductionist, fragmenting the role of the
  manager, rather than as an integrated whole
  (Ecclestone, 1997 Grugulis, 1998 Lester, 1994)
• Overly universalistic or generic, assuming that
  they are the same, no matter the nature of the
  situation, individual or task (Grugulis, 2000
  Loan-Clarke, 1996 Swailes Roodhouse, 2003)
• Focus on past or current performance, rather than
  future requirements, thereby reinforcing rather
  than challenging traditional ways of thinking
  (Cullen, 1992 Lester, 1994)
• Focus on measurable behaviours and outcomes to
  the exclusion of more subtle qualities,
  interactions and situational factors (Bell,
  Taylor Thorpe, 2002)
• Result in a limited and mechanistic approach to
  development (Brundrett, 2000).

Bolden, R. and Gosling, J. (2006). Leadership
competencies Time to change the tune?
Leadership, 2, 147-163.
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Relationship between Competencies Leadership
B
C
Degree to which Engaging
A
Degree of Competence
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Targets or Engagement?
C.I.A.
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Does engaging leadership increase performance?

• Aim to understand what leadership factors are
  associated with successfully implementing change
• Measures included
• - Government performance targets
• - team well-being morale
• 46 teams (N 743)
• Assessed leadership culture (LCCI) (competencies
  engaging behaviours)

Alimo-Metcalfe et al., (2007) The impact of
leadership factors in implementing change in
complex health and social care environments NHS
Plan clinical priority for mental health crisis
resolution teams (CRTs) . Department of Health
NHS SDO, Project 22/2002.
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Contextual variables controlled for

• Proportion of users presenting symptoms of
  psychosis
• Mental Illness Needs Index (MINI) for the teams
  area
• Availability of alternatives to in-patient care
• Ratio of staff to service users
• Gate-keeping power of teams
• Extent of medical cover
• Multi-disciplinary nature of team
• Nature of 24/7 cover

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The Link Between Leadership Effectiveness,
Morale Wellbeing
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Engaging leadership, morale, well-being, change
productivity

• Competencies did not predict effectiveness
• A Culture of engaging leadership significantly
  predicts
• High levels of Motivation
• High levels of Satisfaction
• High levels of Job Org. Commitment
• Reduced stress Emotional Exhaustion
• and.
• High levels of Team Productivity

Alimo-Metcalfe et al., (2007) The impact of
leadership factors in implementing change in
complex health and social care environments NHS
Plan clinical priority for mental health crisis
resolution teams (CRTs) . Department of Health
NHS SDO, Project 22/2002.
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The Culture of High Performing Teams

• Feeling empowered by being trusted to take
  decisions
• Feeling actively supported in developing ones
  strengths
• Believing people were willing to listen to ideas
• Time was made for staff to discuss problems
  issues, despite the busy schedule
• Feeling all staff were involved in developing the
  vision
• Feeling involved in determining how to achieve
  the vision
• High use of face-to-face communication

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Lessons from High Performing Teams

• Engaged important stakeholders
• Shared vision of high quality user-centred
  services
• Clarity of desired outcomes
• Leadership is distributed
• Learning organisation culture
• Team focus and support

Source Alimo-Metcalfe et al., (2007) The impact
of leadership factors in implementing change in
complex health and social care environments
Department of Health NHS SDO, Project 22/2002.
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Perceptions of culture differ
Source The Leadership Culture Change
Inventory. (LCCI) Leeds Real World Group
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CIPDResearch Insight report
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Implications for leadership

• Engaging leadership can significantly increase
  productivity, and motivation and well-being
• Competencies are necessary, but not sufficient
• Leadership should be viewed as a shared or
  distributed process
• Senior managers style of leadership is critical
  to building an engaging culture
• But never forget that culture is me!

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Implications for the organisation

• Have you adopted a leadership framework that
  supports or damages staff engagement?
• What impact is the use of leadership competencies
  alone having on the selection and development of
  your leaders?
• What are the implications for appraisal, talent
  management, staff morale engagement, and the
  organisations effectiveness?
• How are you evaluating the ROI of your leadership
  devt. initiatives?
• Are you developing human capital, social capital,
  or both?
• Do you really know how engaged your colleagues
  are?
• What is the cost of doing nothing?

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Challenges for me

• How engaging am I?
• How do I know?
• What is the culture of my team?
• What is my role in strengthening the culture?
• What will I do tomorrow?

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Additional References

• Alban-Metcalfe, J. Alimo-Metcalfe, B. (2006).
  The Impact of Leadership Culture on Staff
  Attitudes and Well-being at Work. Paper
  presented at The British Academy of Management
  Conference, Belfast, September 12th 15th
• Alimo-Metcalfe, B. Alban-Metcalfe, J. (2005).
  Leadership Time for a new direction?
  Leadership, 1, 1, 51-71.
• Alimo-Metcalfe, B. Alban-Metcalfe, J. (2005).
  The Crucial Role of Leadership in Meeting the
  Challenges of Change. Vision The Journal of
  Business Perspective, 9, 2, 27-39.
• Alimo-Metcalfe, B. Alban-Metcalfe, J. (2004).
  Leadership in public sector organisations. In
  J. Storey (ed.). Leadership in Organisations
  Current Issues Key Trends. London Routledge.
• Alimo-Metcalfe, B. Alban-Metcalfe, J. (2002).
  Leadership. In P.Warr (ed.). Psychology at
  Work. Penguin.

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Additional References

• Alimo-Metcalfe, B. Nyfield, G. (2002).
  Leadership organisational effectiveness. In
  I. Robertson et al., The Role of Individual
  Performance in Organisational Effectiveness.
  London Wiley
• Alimo-Metcalfe, B. Alban-Metcalfe, R.J. (2002).
  The Great and the Good, People Management ,
  January 10th, 32-34.
• Alimo-Metcalfe, B. Alban-Metcalfe, R.J. (2002).
  Leadership Half the battle, The Health Service
  Journal, March 7th, 26-27.
• Alimo-Metcalfe, B. (1998). 360 degree feedback
  leadership development. International Journal of
  Selection Assessment, 6, 1, 35-44.
• Alimo-Metcalfe, B. Alban-Metcalfe, J. (2001).
  The development of a new Transformational
  Leadership Questionnaire. Journal of
  Occupational Organizational Psychology, 74,
  1-27.

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Find out more

• beverly.alimo-metcalfe_at_realworld-group.com

Real World Group Stewart House St Andrews
Court Leeds LS3 1JY UK 0845 6017708 www.realworl
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