Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011

  • 814 views
Uploaded on

Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011

Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011

More in: Business , Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
814
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
3
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. CIPD Annual HR Conference PPMA National Public Service Debate Beverly Alimo-Metcalfe CPsychol. FBPsS Emeritus Professor of Leadership Studies, University of Leeds Professor of Leadership, University of Bradford School of Management Chief Executive, Real World Group November 10 th 2011 © Real World Group 2011 www.realworld-group.com
  • 2. What form of leadership creates high engagement?
  • 3. 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
  • 4. A few words about…
    • Stress
    • The bad news…
    • The good news…
  • 5. 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
  • 6. Increasing engagement & organisational success © Real World Group 2011
  • 7. 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
  • 8. 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
  • 9. Does it work? Yes!
  • 10. 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
  • 11. Leadership, culture and ‘readiness for change’ Building capacity for sustainability
  • 12. Characteristics of teams with high ‘readiness for change’
    • 1 Open to change
    • 2 Generate range of solutions
    • 3 Successful in implementing
  • 13. 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’ reasons Explode the myth that people resist change Share learning across the organisation
  • 14. Relationships between Top level leadership and organisational change LEADERSHIP A ORGANISATION CHANGE A LEADERSHIP B ORGANISATIONAL CHANGE B
  • 15. Typical Board feedback
  • 16. Relationships between Top level leadership and organisational change (2) LEADERSHIP C ORGANISATIONAL CHANGE C
  • 17. Experiences of culture differ… Summary of data collected from the ‘Leadership Culture & Change Inventory (LCCi)’™ © Real World Group
  • 18. 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!
  • 19. Background reading: Research Insight report for CIPD Authors: Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008) Available free from www.realworld-group.com
  • 20. Other suggested readings
    • Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'Leadership in public and 3 rd sector organisations'. In J. Storey (ed.).(2 nd 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 24 th , 38-41.