CIPD Annual HR ConferencePPMA National Public Service Debate

Beverly Alimo-Metcalfe CPsychol. FBPsSEmeritus Professor of Leadership Studies, University of LeedsProfessor of Leadership, University of Bradford School of ManagementChief Executive, Real World Group

November 10th 2011

© Real World Group 2011www.realworld-group.com

What form of leadership creates high engagement?

Key leadership / organisational challenges

Increase effectiveness Sustain motivation Maintain wellbeing Create teams with high ‘readiness for change’ Create the conditions that encourage, facilitate, and

sustain innovation, exploitation of ideas and collective learning

A few words about…

Stress

The bad news…

The good news…

Engagement is…

Engagement

job satisfaction; motivation stress & wellbeing fulfilment; self-confidence

customer satisfaction; retention, loyalty, advocacy productivity & profitability proactivity; innovation

Good for Individuals

Good for Organisations

Increasing engagement & organisational success

© Real World Group 2011

Leadership: New vs. ‘traditional’ models

1 From leadership as position, to leadership as practice

2 Leadership as a social process - a dynamic, collective activity

3 Leadership as learning: outcome

From individual to collective

Emerges in and through relationships & networks of influence Interactions are collaborative; influence is 2-way

The kind of social interactions that are called ‘leadership’ result in learning and growth for the individuals involved, and for the organisation

The Model of Engaging Transformational Leadership

TLQ™ Dimensions

© Real World Group 2011

LEADING INDIVIDUALS

PERSONAL QUALITIES &

VALUES

Being Honest & Consistent

Acting with Integrity

Showing Genuine Concern

Being Accessible

Enabling

Encouraging Questioning

LEADING THE ORGANISATION

Supporting a Developmental Culture

Inspiring Others

Focusing Team Effort

Being Decisive

MOVING FORWARD TOGETHER

Building Shared Vision

Networking

Resolving Complex Problems

Facilitating Change Sensitively

Does it work?

Yes!

What’s the evidence?

Behaviours proven to increase engagement

Managers rated more engaging by staff

Organisations have shifted from bottom to top in staff surveys – become ST ‘Best Employer’

Staff’s ideas created new services

Organisation demonstrated savings of £millions

Embedded in teams – predicts their productivity and morale and wellbeing

Leadership, culture and ‘readiness for change’

Building capacity for sustainability

Characteristics of teams with high ‘readiness for change’

1 Open to change

2 Generate range of solutions

3 Successful in implementing

Leadership principles for creating high ‘readiness for change’

High readiness for change

Sustained productivity, morale & wellbeing

Create culture of high ‘social

support’

Build self-efficacy – focus on ‘identity’

Be honest about non-negotiables

C.I.A.

Don’t impose solutions – co-

create them

Build a shared vision

Don’t focus purely on the

‘rational’ reasonsExplode the

myth that people resist change

Share learning across the

organisation

Relationships between Top level leadership and organisational change

LEADERSHIP A

ORGANISATION CHANGE A

LEADERSHIP B

ORGANISATIONAL CHANGE B

Typical Board feedback

Relationships between Top level leadership and organisational change (2)

LEADERSHIP C

ORGANISATIONAL CHANGE C

Experiences of culture differ…

Summary of data collected from the ‘Leadership Culture & Change Inventory (LCCi)’™

© Real World Group

10 lessons from supporting cultural transformation

Top management active commitment is crucial

Transparency - Engage the whole organisation

Diagnose what interventions required where

Relate everything to the organisation’s vision, goals & values

Focus on individual, team, & organisational outcomes

Support middle managers

Build human capital & social capital

Ensure all HR processes consistent with the aims

Evaluate ROI – share learning

Celebrate success & publicise it!

Background reading:Research Insight report for CIPD

Authors:

Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008)

Available free from www.realworld-group.com

Other suggested readings

Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'Leadership in public and 3 rd sector organisations'. In J. Storey (ed.).(2nd edn) Leadership in Organisations: Current Issues & Key Trends, . London: Routledge.

Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'The ‘need to get more for less’: A new model of ‘engaging leadership’ and evidence of its effect on team productivity, and staff morale and wellbeing at work’. Paper submitted to the Chartered Management Institute; available from their website.

Alimo-Metcalfe, B., Alban-Metcalfe, J., Bradley, M., Mariathasan, J. & Samele, C. (2008). ‘The impact of engaging leadership on performance, attitudes to work and well-being at work: a longitudinal study’. The Journal of Health Organization & Management, 22, 6, 586-598.

Alimo-Metcalfe, B. & Bradley, M. (2009). ‘Darzi and leadership – it’s too important to get wrong this time’. In Clinical Leadership Journal, 2, 1, 3-11.

Alimo-Metcalfe, B. & Bradley, M. (2008). ‘Cast in a new light’. People Management, January 24th, 38-41.