Management Development and EffectivenessManagement Development and EffectivenessIntroducing the Leadership Impact SurveyIntroducing the Leadership Impact Survey(L/I)(L/I)
Impact on OthersImpact on OthersEach leader’s Impacton Others results arepresented in terms ofthe Circumplex that isused in both the LSIand L/I surveys..
““As Is” Versus “To Be”As Is” Versus “To Be”This is an example of how an organization that has used the L/I before,has measured the overall L/I score (the “As Is”) and has established a “ToBe” or ideal score to establish their goal for the future.
Leadership Styles (LSI) Versus Leadership / Impact (L/I)Leadership Styles (LSI) Versus Leadership / Impact (L/I)While to LSI program is an excellent way todirect a managers development over a year orlonger, it does not specifically focus improvingleadership effectiveness over the short-term.The L/I program does provide the informationand process that will enable us to produce ashort-term (2-3 months) improvement inleadership effectiveness.
Example – Impact on OthersExample – Impact on OthersThis leader’s dominantleadership impact isDependent, followedclosely by Conventional.Since both of these arePassive/Defensive, we canconclude that this leader’simpact is creating largelyDefensive behaviors onthose around him/her.
Example - Impact on OthersExample - Impact on OthersThis Leader BossPeers Subordinates
Leadership Strategies - DomainsLeadership Strategies - DomainsEnvisioning Role Modeling Mentoring StimulatingThinkingReferringPrescriptive0123401234Self OthersDefining0123401234Self OthersExemplifying0123401234Self OthersActive0123401234Self OthersLateral0123401234Self OthersPositive ReferentsRestrictive4321043210Delimiting4321043210Circumscribing4321043210Passive4321043210Vertical4321043210Negative ReferentsMonitoring ProvidingFeedbackReinforcing Influencing Creating aSettingPrescriptive0123401234Self OthersManaging by Excellence0123401234Self OthersPositive0123401234Self OthersReward0123401234Self OthersReciprocal0123401234Self OthersFacilitatingRestrictive4321043210Managing by Exception4321043210Negative4321043210Punishment4321043210Unilateral4321043210ConstrainingKEY: 0 = Never, 4 = AlwaysL/I Leadership Strategyresults are presentedthrough ten specificleadership strategiesor domains. These tenare described in termsof both theirPrescriptive andRestrictive orientation.
Improving Your Leadership ImpactImproving Your Leadership ImpactHow can you adjust yourleadership strategies to have amore Constructive and lessDefensive impact?Key leadership strategy options are alignedwith a Constructive or Defensive impact.
Leadership Improvement Plan - ExampleLeadership Improvement Plan - ExampleIncrease Constructive Impact through Envisioning:Increase Constructive Impact through Stimulating ThinkingBased on his L/I results, this manager’s performance improvement plan consists of improving hisConstructive impact through Envisioning and Stimulating Thinking while lessening Passive/Defensive impacton others through Influencing. The specific changes in his leadership strategies include the following:I will do a better job of communicating a clear vision of the Department’s and each of mysubordinate’s performance objectives, their priority, and when/how to ask for my help if subordinates’performance results fall below planned performance. (More Prescriptive)I will lessen my tendency to view certain behaviors (as a matter of principle) as inappropriate. (LessRestrictive)Decrease Passive/Defensive Impact through InfluencingI will influence others by personally being open to their influence. (More Prescriptive)I will lessen my tendency to control the activities of my subordinates by makingdecisions unilaterally (Less Restrictive)I will stimulate thinking among my subordinates by encouraging them to challenge assumptions and llook for new ways to solving problems and improve performance. (More Prescriptive)I will seek ways to inspire others to creatively translate problems into opportunities. (More Prescriptive)
L/I Deliverables - Each ManagerL/I Deliverables - Each ManagerEach Manager will receive a comprehensive (75-page) report anda 60 to 90-minute debriefing session.After the initial debriefing session, each Manager will participate ina second L/I focused session which will focus on prioritizing anddocumenting a short-term change plan.Managers will meet with their coaches 1 or 2 additionaltimes to discuss the results obtaining from theexperiments with new leadership styles and behaviorsfor a period of three or so months.Managers will participate in a half-day Department meeting todiscuss a summarization of the Department’s L/I results, sharewhat they learned from their own L/I results as well as the keyobjectives of the personal development plans.
Follow-UpFollow-UpEach participant will work with a coach for two to three monthsto ensure changes are being made and those changes are havingthe positive impact envisioned.At the conclusion of the three-month period, the DG will host atwo-hour follow-up session to review:The changes in leadership that were planned.The changes that were implemented.The results realized, plus future plans.
Questions?Questions?Contact Phillip Ash : firstname.lastname@example.orgContact Phillip Ash : email@example.comLeadership strategies and the impact they have.