Leadership for Change: Time for a new approach

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Leadership for Change Time for a new approach

• John Alban-Metcalfe, PhD CPsychol
• Director of Research
• Leadership Research Development Limited
• National Care Network Conference
• Novotel, Hammersmith, London
• 19 July 2006

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Challenging Agenda

• Deliver consistently high performance
• Encourage implement evidence-based practice
• Promote seamless partnership working
• Continuously increase capacity to deliver the
  improvement agenda

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Challenging Agenda

• Operationalise a strategic vision
• Engage others in actively delivering improvement
• Nurture organisational cultures that are
  receptive positive towards change

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How can leadership research help me do this when

• resources are limited
• job satisfaction, motivation and commitment
• are low and stress levels are high
• change is strongly resisted

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The issues I want to address 1

• Resources are limited
• Resources are always limited
• this is one of the givens that we have to live
  with.
• The issue for us is
• How do we make best use of them?

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The issues I want to address 2

• Job satisfaction, motivation and commitment
• and reducing stress (and staff turnover)
• What we know
• That they are affected by leadership behaviours
• Exactly which leadership behaviours are relevant

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Leadership Research

• The old paradigms
• The new paradigms

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But now

• the heroic models
• are under attack!

Professor J. Howell, Ivey Business School,
Ontario, Canada
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Why? Because leadership

• is not about heroes
• it is about
• Engagement!

Professor J. Howell, Ivey Business School,
Ontario, Canada
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Post-heroic era

• So, we are now in the post-heroic era
• But, what does it look like?

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The need for a new model

• Leadership research is from the US
• Its based largely on CEOs
• It asked the CEOs themselves
• Its based on limited populations

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Item Development for Pilot TLQ

• Interviews with 150 male female managers and
  professionals in Local Government NHS
• ?
• Around 2,000 constructs elicited
• ?
• Pilot LQ developed distributed to
  800
• organisations
• ?
• 3,500 responses received
• (local government NHS)

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Valid Research

• The original sample Managers and professionals
• At all levels (Chief Executives top, senior
  middle managers)
• Equal numbers of females males
• BME inclusive
• Working in NHS
• local government

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• What does a post-heroic model look like?

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Leading Developing Individuals
Leading Developing the Organisation Visionary
Networking Focusing Team Effort
Showing Genuine Concern Enabling Being
Accessible Encouraging Change Inspirational
Communicator
Building Shared Vision Supporting a
Developmental Culture
Facilitating Change Sensitively
Being Honest and Consistent Acting with
Integrity Being Decisive Inspiring
Others Resolving Complex Issues
Personal Qualities
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External Validation

• National College for School Leadership
• Museums, Libraries Archives
• NHS, local and central government
• Home Office 2 studies
• n 1,022 police officers staff at all
  levels from 28 forces/services in England (Home
  Office Online 20/04)
• Private Sector

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So what? Impact on staff

• Leadership impact measures
• Job satisfaction
• Motivation
• Commitment
• Self-confidence self efficacy
• Job fulfilment
• Reduced job-related stress

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So what? Impact on performance

• Job satisfaction, motivation commitment
• have been shown to be the best predictors of
• organisational performance profitability

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How do we compare?
Relative ratings NHS (n 2,013) LG (n 1,464) Schools (n 782) Other-1 (n 435) Other-2 (n 385)
Enabling High High High High High
Being accessible High High High High
Being decisive High High High High
Complex issues High High High
Building shared vision High High
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How do we compare?
Relative ratings NHS (n 2,013) LG (n 1,464) Schools (n 782) Other-1 (n 435) Other-2 (n 385)
Genuine concern Low Low Low Low Low
Encouraging questioning Low Low
Inspiring others Low Low Low Low Low
Supportive culture Low Low Low Low Low
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Impact of poor leadership
Impact of low scores Job satisfaction Motivation Commit-ment Stress
Genuine concern decreased decreased decreased increased
Encouraging questioning decreased decreased increased
Acting with integrity decreased decreased increased
Inspiring others decreased increased
Supportive culture decreased decreased decreased increased
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Competent and transformational
C
A
Level of competence
B
Degree to which transformational/engaging
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PQs
BEHAVING COMPETENTLY
COMPETENT LEADERSHIP
BEHAVING TRANSFORM- ATIONALLY
ENGAGING LEADERSHIP
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Leadership is about

• The personal qualities attributes that are
  necessary
• to perform ones job competently and
• ... in a transformational way!

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The issues I want to address 3

• Change is strongly resisted
• What we know
• This is a myth

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Readiness for change

• Staff welcome change
• provided certain conditions are met

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Staff of Excellent authorities are more likely
to

• Have an input into work planning
• Have an opportunity to show their initiative
• Believe their manager listens to their ideas
• Have a say in management decisions

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Staff of Excellent authorities are more likely
to

• Have the opportunity to let the authority know
  how they feel about things that affect them and
  their work
• Feel their authority keeps them well-informed

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Staff of Excellent authorities are more likely
to

• Believe that the reasons for change are well
  communicated
• Believe that change is well managed (IDeA 2004)

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This is consistent with evidence that

• Organisational performance is predicted by
• transformational leadership
• job satisfaction of staff
• a humane culture
• Xenikou, A. Simosi, M (2005). Organisational
  culture and transformational leadership as
  predictors of business unit performance. Paper
  presented at the 16th Annual Congress of the
  European Association of Work Organisational
  Psychology, May 2005.

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There is a need

• To embed leadership in the culture
• To create a culture of readiness for change

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Organisations with high Readiness for Change

• A culture in which staff
• empowered
• listened to
• high sense of self-efficacy

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Organisations with high Readiness for Change

• A culture in which staff
• safe to criticise
• enabled to contribute actively to solving
  work-related problems
• high levels of social support

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Measuring Readiness for Change
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But

• Do not assume
• your perceptions of the organisations culture
• are shared!

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How can we measure the culture?

• The Ethical
• Leadership Culture and Change Inventory (LCCI)
• Leadership capabilities
• Leadership culture

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This enables

• Targeted interventions

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There is the need, therefore

• to embed an engaging style of leadership in the
  culture
• which will enable
• the creation of a culture of readiness for
  change

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For more information

• john_at_lrdl.co.uk
• Leadership Research Development Ltd
• Stewart House
• St Andrews Court
• Leeds LS3 1JY
• 0113 243 0008
• www.lrdl.co.uk