Leadership Styles and Development
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The document discusses leadership and introduces the concept of a Life Styles Inventory (LSI) assessment. It defines leadership as envisioning strategies to achieve long-term goals, aligning people around a shared mission, and motivating/inspiring through communication of needs and values. The document prompts the reader to complete a self-assessment and have others assess them to gain insight into how they see themselves as a leader and how others perceive them.
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Leadership Styles and Development
- 1. Oh dear, another HR talk… And we have to talk about fluffy stuff like leadership… And I have so much to do…
- 3. Leaders by Zimmerman Visionary Collaborator Salesperson Negotiator Source: Zimmerman. 2001. ‘What’s under the hood? The mechanics of leadership versus management’, Supervision.
- 4. What does { insert your org here } expect? Insert your organisational competencies, key drivers, values here
- 5. Why is leadership important? Leadership Culture Performance Source: Robert A. Cooke and J. Clayton Lafferty
- 6. Are we all on board? CAUTION: Leaders ON BOARD
- 8. The process + How I see myself How other people see me
Editor's Notes
- Hello and thanks for coming this morning. I know this is probably what a lot of you are thinking. It’s another HR talk, which means it’s probably something you have to do, rather than something that you actually want to be doing, and its probably going to be something fluffy and intangible.. And you got SO much other work to get through. I understand these feelings, but I’m asking if you can just put those aside for the next few moments- park everything that’s on your mind at work, in your personal life and just have a think about what I will be talking to you about today. Can we all do that? Great.
- Today you are all here because I’ve invited you to participate in the LSI assessment, and because CMSE has agreed to fund this for you. You are here because you are our Senior Leaders on the Lindfield site, and with the amount of change happening over the last few years, at present and in the future, we are really relying on you to fulfil this leadership role and set examples for those on the Lindfield site, the CMSE division and CSIRO staff. So what are we talking about when we say leadership? In the email you would have received earlier, I mentioned that I thought leadership is about a couple of things. So are some thoughts on leadership.
- Zimmerman (who has over 25 years of leadership experience and has earned a reputation as an empowering leader and an action oriented decision maker known for strategic vision and targeted solutions that solve customer’s problems ) says that leaders must play the role of a visionary, a collaborator, a salesperson and a negotiator. Fostering relationships with stakeholders based on trust and respect, a leader articulates a clear strategic direction in the role of a visionary; leads by example and develops a culture that encourages, supports and rewards individual and team achievements as the collaborator; demonstrates charisma and tactically influences others as the salesperson; and finally the leader displays resilience and willingness to adapt through promotion of change in the organization as the negotiator. They need to be charismatic, lead by example and foster a positive organizational culture that will lead to the attainment of the overall strategic objectives of the organization.
- Ultimately we are here to achieve a purpose. CSIRO’s purpose is ‘By igniting the creative spirit of our people we deliver great science and innovative solutions for industry, society and the environment’. The end result is about delivery and performance. However, it’s not just about performance. Our purpose also talks about igniting the creative spirit of our people. This is talking about the culture of working at CSIRO. Culture essentially is the way that things are actually done in an organisation. It includes shared values and beliefs, ways of thinking and norms or expectations of behaviours in the workplace. What is the culture like here? Can you honestly say that you are igniting the creative spirit of people that look up to you as a leader? So if the culture isn’t what we want it to be- how do we change it? With the right leadership. Leadership is so important because leadership drives culture and culture drives performance. There is an important relationship between leadership and culture, and as the systems loop, leadership impacts upon the culture and culture impacts on leadership. Together they both combine to create impact on performance. This is why we are asking for your help to drive the right culture for performance at CSIRO.
- Ok before I go any further, are we all ok with the concept of a leader and are we all committed to becoming senior leaders for CMSE?
- An LSI stands for a Life Styles Inventory. It is a tool that will help you to identify your beliefs, values, behaviours and assumptions about yourself. It distinguishes between thinking patterns or ‘styles’ that are either effective or ineffective. It provides you with a quantifiable method for looking at strengths, as well as self-defeating behaviours so that you can further what is good and work to change what could be better. These are the 12 styles that the LSI will refer to, and they are split into three sections; constructive styles, passive/defensive styles and passive/aggressive styles.
- There are two process. You will complete an LSI questionnaire on yourself and then you will also ask people to complete the questionnaire about you. You experience events at work, and then the way you think about this event impacts on the way you respond or choose to behave. In understanding how you think about yourself you will have greater control over your behaviour and how you respond to people. Then in looking at yourself through others eyes, it will provide you with information that is using missing in the self-development process.
- The other messages are 1 LSI "Description by Others" Inventories. Please forward one email to each of your chosen respondents. Each message contains a different username and password. Consequently, you should forward a different email to each respondent . When choosing your respondents, ensure that you select individuals who: Can describe you in relation to the many roles you play on the job (peer, direct report, manager) Know you well Are trustworthy and credible You respect This should include your Manager, a direct report if you have one, a peer, or a leader from the output side that you work closely with. You should discuss who you will choose with your Manager before sending these emails.