Leadership is both commonplace and ‘natural’ – There is a lot of it about and lots of us think we can do it! And yet it seems very difficult to define (and every expert defines it differently), and even more difficult to create great leadership in organisations. Organizations with great leaders seem to have arrived there by accident and organisations that invest huge sums in leadership programmes often don’t get the real benefits. But first let’s just check that we are going to meet your objectives:
My name is Prof William, I head up Oxford Strategic Consulting, So we meet your needs, and come up with appropriate actions – how many of you are from companies? How many from government? How many educators? And how manystudents? Welcome to you especially – you are the whole point of the conference after all
This presentation skims over a lot of research so if you’re interested just let me or my colleague John Ellis know – John stand up – he’s the big guy. You cant miss him!
So lets do a bit of maths
We are all very aware that the Oil & Gas sector is facing a shortage of talent. On the demand side, the industry is growing and changing fast and on the supply side, the numbers of senior engineers leaving due to retirement is not matched by the reduced numbers of relevant graduates with a yawning gap in the middle, reflecting the reductions in staff during the 90s. I am going to focus on nationals but it increasingly clear that expat talent is also scarce, with new geographies sucking away the talent that is available.
I think Anand said there is an exam at the end? so you’ll need to memorise this lot!Leadership is a very popular subject for extremely clever academics and studies tend to suggest that leadership is just part of a complex organisational culture and system and that the most effective leadership is shared and most often ‘transformational.
Meanwhile, best practice examples from around the world tend to suggest that the best leadership focuses on driving performance. One answer to this puzzle might be that away from the rarefied heights of country leaders and fortune 100 CEOs, you have to have some combination of both.It is also apparent that the world is changing, particularly the expectations and attitudes of potential team members, so old world leadership might need rethinking.
As business or government organisations, the reason we care about great leadership is that it has an effect on the performance of our organization – whether a multi-national or a small team. And organizational outcomes like profit or reputation are caused by the actions of teams and individuals so the impact of any leadership programme should be assessed here.Individual performance, in turn is determined by the motivation, skills and, especially engagement of these people, which we will discuss further.These factors are impacted by leaders behaviours. Now most leadership programmes try to change and improve these behaviours according to various models of leadership best practice.However, it turns out that these behaviours are most impacted by the innate capabilities of the leaders themselves and the degree of focus and guidance provided by the organisation itself.So the most powerful leadership programmes focus on building the specific leadership capabilities required by the organization.And these capabilities are 30% due to the innate personality characteristics of the individual and 70% due to the experiences that individual has learned from, in his or her entire life. So, great leadership is, a great extent, learned through experience but of course is made easier if you recruit the right kind of people in the first place.
How many people here are from Europe or the US originally? Sorry about that!Best practice models, mainly based on US or European cultures, have largely failed to deliver engaged workforces or teams.How many people here are GCC nationals? Well congratulations! All our research suggests that the best components of the Gulf Leadership Style, according to our research, have the capability to create highly engaged teams with strong common values.
So hands up if you’ve come across a leader like the duck? Keep your hands down if you are like the duck!In the new world where employees can change their bank, their job and their lives more easily than ever before and where the discretionary effort of teams is the major differentiator between success and failure, how do ‘new world leaders’ ensure they engage their teams and maximize organizational capabilities? As a general rule, they focus on engagement first and performance follows.
How to be a leader scott jackson osc uae pioneers jan2014
How to become a leader in the UAE
Professor William Scott-Jackson