Leadershift

Moving from Good

to Great!
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 Leadership: An Integrated Conceptual
Framework
Leader Characteristics
Need achievement
Need Power
.
Personal
Self-confidence
Power
Emotional Maturity
Technical skills
Conceptual Skills
Interpersonal Skills

Managerial Behaviour Intervening Variables End-Result Variables

Planning Recognizing Follower Effort Unit Performance
Prob.Solving Rewarding Ability & Role Clarity Profitability
Clarifying Supporting Organization of work Survival & Growth
Monitoring Mentoring Cooperation Goal Attainment
Informing Networking Resource Adequacy Member Satisfaction
Motivating Consulting External Coordination
Conflict Mgmt. Representing

Situational Variables
Position power
Nature of subordinates
Task/technology
Organization structure
Nature of environment
External Dependencies
Social-political forces
Organization Culture

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 What is Leadership?

Leadership is defined as:

• A Role
• An Ability
• A Relationship
• A Process
• A Social Construction

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 What is Leadership?

Leadership is Assessed By:

• Traits
• Style
• Situational Variables
• Behaviours
• Relationships
• Charisma

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 Key Leadership Theories
Fundamental Approaches to Leadership

TRANSACTIONAL TRANSFORMATIONAL

• Focuses on leader- • Focuses on engagement

follower exchange between leader and
• Follower performs follower
duties in expectation • Intent is raising level of
of something in motivation and effort
return from the above and beyond
leader basic concerns
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 Model of Choice
The Leadership Challenge:
Kouzes and Posner
• Practically-oriented; Research-based
• Compiled from Data on Over 60,000 Leaders
and Followers
• Widely Used:
– Banff Centre
– U of C/U of A Executive Programs
– Alberta Government: AHRE and Environment
– Multiple corporate programs

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The Key Leadership Practices

Modeling the Way

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 Modeling the Way

Commitment Number 1:
• Find your voice by clarifying
your personal values
Commitment Number 2:
• Set the example by aligning
actions with shared values

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Characteristics of Admired Leaders
2002 Global Survey

• HONEST
• FORWARD-
LOOKING
• COMPETENT
• INSPIRING

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 Setting the Example
How Do People Recognize ‘Credible’
Leaders?:
• They practice what they preach
• They walk the talk
• Their actions are consistent with their
words
• They put their money where their
mouth is
• They do what they say they will do
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 Building Credibility L

“People expect leaders to stand for E

something and to have the courage of A

their convictions.” D

Values and beliefs drive what we say E

and do and set the parameters for the R
decisions that we make… S
They are deep-seated and pervasive and H
we should act in ways that are I
consistent with them. P

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 Building Consensus on Values
L Leaders need to carefully articulate their
E values and build a set of shared values
A
within their organizations…not simply
impose their own.
D
Leaders need to seek congruence between
E their personal and organizational
R values…they need to build consensus.
S Research has shown that for Public Sector
organizations, shared values significantly
H
increased both organizational
I effectiveness and employee satisfaction.
P
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 Credible Leadership: The Origins

Credibility as a leader begins with each

individual becoming crystal clear as to
what their personal vision is, what
their core values are, and working to
remain clear and consistent in these
beliefs while still acting and
interacting as a full member of the
organizational system of which they
are a part.

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The Key Leadership Practices

Inspiring a Shared Vision

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 Inspiring a Shared Vision

Commitment Number 3:
• Envision the future by imagining
exciting and ennobling possibilities
Commitment Number 4:
• Enlist others in a common vision by
appealing to shared aspirations: their
values, interests, hopes, and dreams

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 Inspiring a Shared Vision
This is NOT about crafting a Vision
Statement…
It IS about having a clear and dynamic
sense of where the organization
should be going and your role, and
that of others, in helping it to get
there...

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 Inspiring a Shared Vision

Kouzes and Posner identify two key

elements for inspiring a shared vision:
• Imagining the Ideal
• Intuiting the Future

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 Inspiring a Shared Vision
Imagining the Ideal:
– THE PURSUIT OF EXCELLENCE: The
paper industry challenge
– UNIQUENESS: “We don’t sell flowers -
we sell beauty!”- Focus on what you
can be ‘best in the world at’!
– FORWARD-LOOKING: Focus on the
destination – go from ‘good to great’,
facing the brutal facts of your current
existence en route to that desired
outcome – in which you have total,
unwavering faith
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 Inspiring a Shared Vision

Intuiting the Future:

This isn’t a ‘Sixth Sense’ - it is a practical

way of moving forward based on past
experience - drawing together
knowledge and experience to produce
new insights

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 Intuiting the Future
.

USE • Draw on past experience first

PAST • Extrapolate the future from the past
KNOWLEDGE

CAPTURE • Act on current

PRESENT opportunity
OPPORTUNITIES and inspiration

APPLY VISION
TO THE FUTURE
• Design things to
happen again
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 Enlist Others in a Common Vision

Research by Kouzes and Posner

indicates that this is the least
frequently applied of the five practices
and the one with which people feel the
greatest discomfort…

But…you don’t have to be a great

‘orator’ to inspire and enroll others...

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 Enlist Others in a Common Vision
What you can do is to identify what the
key needs and aspirations are for
others and link the vision to them.
For Instance:
• A chance to try and to succeed
• A chance to try something new
• A chance to do something well
• A chance to do something good
• An opportunity to make a change
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 Enlist Others in a Common Vision
You can also help to being your vision to
life by:
• Using powerful language to describe it
in story and metaphor
• Communicating the positive energy
that the vision gives you through both
words and attitude
• Demonstrating your personal
conviction to support the vision

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The Key Leadership Practices

Challenging the Process

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 Challenging the Process

Commitment Number 5:
• Search out Challenging Opportunities
to Change, Grow, Innovate, and
Improve
Commitment Number 6:
• Experiment and take risks by
constantly generating small wins, and
learning from mistakes

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Seeking Out Opportunities for Change
and Growth
• Question the status quo: ask why?
or why not?
• Treat every job as an adventure
• Seek meaningful challenges for
yourself and others
• Keep everyone shopping for new
ideas
• Add fun to everyone’s work

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 Resistance to Change
People Don’t so Much Resist Change as
they Do Transition…the Personal
Impact on Them of the Change
Process.

To Assist People in Adopting Change

and/or Reducing Their Resistance to It,
Try to Identify the WIIFM Factor for
Them… What’s In It For Me?

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The Key Leadership Practices

Enabling Others to Act

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 Enabling Others to Act

Commitment Number 7:
• Foster collaboration by promoting
cooperative goals and building trust
Commitment Number 8:
• Strengthen people by sharing power
and discretion: provide choice,
develop competence, and offer visible
support

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 Fostering Collaboration
Research suggests that collaboration
is built by:
• Developing cooperative goals
• Seeking integrative solutions
• Building trusting relationships

Kouzes and Posner view Trust as the

essential element in organizational
effectiveness

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 Establishing Trust
.

TRUST IS ESTABLISHED BY
MAKING OURSELVES
VULNERABLE
TO OTHERS WHOSE “Go First”
SUBSEQUENT
BEHAVIOUR WE CAN’T
CONTROL

TRUST IS ALSO BUILT

BY CAREFULLY
“Show Interest” LISTENING TO WHAT THE
OTHER HAS TO SAY

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 Establishing Trust

Actively Listening
to Others
Promotes
Communication,
Establishes Links,
and Encourages
Trust-Building.

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 Levels of Listening
• Level 1 - Active Listening: hearing the
words, feelings, attitudes and unexpressed
meanings and communicating them back to
the person.
• Level 2 - Deepening Understanding:
inquiring into the other person’s thoughts,
feelings, and wants.
• Level 3 - Helping the Person ‘Hear’
Themselves: facilitating understanding of
how they feel about themselves.

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The Key Leadership Practices

Encouraging the Heart

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 Encouraging the Heart

Commitment Number 9:
• Recognize Contributions by Showing
Appreciation for Individual Excellence
Commitment Number 10:
• Celebrate the Values and Victories by
Creating a Spirit of Community

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Four Fundamental Practices

• Focus on clear standards

• Expect the best
• Pay attention
• Personalize recognition

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 Reward Strategies
• Be creative about rewards and give them
personally
• Make recognition public [or not?]
• Design the reward system participatively
• Provide regular feedback
• Create ‘Pygmalions’
• Find people who are ‘doing things right’
• Coach along the way...

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 The Nature of Rewards

Particularly in Public Sector Organizations,

Access to Rewards on a Monetary Base
Can Be Quite Restrictive …
It Is Important to Consider Identifying and
Using Intrinsic Reward Strategies to
Held Motivate and Recognize People…
• Verbal Acknowledgement
• Special Projects or Job Assignments
• Flexible Working Arrangements
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 Reward and Recognition

Maintain a Positive
Focus on
Acknowledging
Commitment and
Contribution…
Strive to Create Self-
Fulfilling
Prophecies…Not
Carrot-and-Stick
Scenarios

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 Key Approaches
• Create a Spirit of Community: provide
social forums of support and
recognition
• Tell the Story: memorable stories can
teach, mobilize, and motivate
• Set the example: be a ‘cheerleader’

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 Moving from Good to Great

• Model the Way

• Inspire a Shared Vision
• Challenge the Process
• Enable others to Act
• Encourage the Heart

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