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Dr Yseult Freeney: High Performance Leadership
- 1. High Performance Leadership Dr Yseult Freeney Associate Professor Organisational Psychology Plenary 27 April 2018 ©Eaquals Eaquals International Conference | Prague | 26-28 April 2018 #eaquals18prague
- 2. Eaquals International Conference, Riga, 27 – 29 April 2017 High Performance Leadership Influence Inspire Individuals
- 3. 21st Century Transformational Leaders CHARISMATIC INSPIRE VISIONARY ABLE TO PAINT A PICTURE ENCOURAGE ADAPTABLE & FLEXIBLE LEAD BY MOTIVATING EMPOWER STIMULATE
- 4. The 4 Is 1 . 2. 3. 4.
- 6. Quadrant 1 Idealised influence BEING A POSITIVE ROLE MODEL FOR YOUR FOLLOWERS NO ONE STYLE OF LEADERSHIP SUITS ALL SITUATIONS
- 7. POSITIVE ROLE MODEL • What are you trying to model to your followers? Values • Leaders embody the culture and values of their companies Vision • Leaders know where they want to go Communicate • Sell the values and the vision and listen
- 9. Reflect… What are the values of your organisation NOW? XXX is a very personal place. It is like an extended family. People seem to share a lot of themselves. XXX is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks. XXX is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented The glue that holds XXX together is formal rules and policies. Maintaining a smooth-running organization is important.
- 10. Eaquals International Conference, Riga, 27 – 29 April 2017 To INFLUENCE people in … Authenticity Accessibility Adaptability
- 11. Quadrant 2 Inspirational motivation Motivating & Engaging Your People
- 12. Eaquals International Conference, Riga, 27 – 29 April 2017 Think about… • What motivates you to work? • Three things…
- 13. Challenging
- 16. Autonomy • Self-leadership • Shared leadership • Participatory goal-setting • Flexible working practices
- 17. Competence • The need to feel like you’re capable! The feeling that you’re learning and developing • Job enrichment; Job rotation • Skill utilisation • Vicarious experience… colleagues • Recognition
- 18. Meaningfulness • Purpose • Relatedness • Meaningful social contact • e.g. fundraising and healthcare…
- 19. Does money ever work? €€€ • Importance of pay as a motivator underestimated? • Carefully designed performance-related pay schemes shown to enhance performance very effectively. A choice around what job to take is often based on pay, for instance. • Key is to apply it fairly and to link it to feedback.
- 20. Overprescribed Goal Setting • Narrow focus neglecting non-goal areas • Rise in unethical behaviour • Cognitive depletion • Distorted risk preferences • Corrosion of organizational culture • Reduced intrinsic motivation (increased extrinsic) • Ordóñez, L. D., Schweitzer, M. E., Galinsky, A. D., & Bazerman, M. H. (2009). Welsh, D. T., & Ordóñez, L. D. (2014).
- 21. Take Home Messages To deliver high performance as a leader: 1. Know your values 2. Share a vision for where you want to go 3. Sustainable high performance is achieved through: 1. Autonomy 2. Competence 3. Meaning 4. Scope for Recovery ©Eaquals Eaquals International Conference, Riga, 27 – 29 April 2017 www.eaquals.org 21
- 22. Any Questions? Thank you for listening! yseult.freeney@dcu.ie
Editor's Notes
- Idealized influence… behaving in admirable ways that cause followers to identify with the leader. They display conviction, take stands, and appeal to followers on an emotional level. They are authentic. Inspirational motivation… articulating a vision that is inspiring to followers. Challenge followers with high standards, communicate optimism about future goal attainment, and provide meaning. Individualized consideration… attending to followers’ needs, acting as a mentor; listening to the follower’s concerns; supporting performance. Intellectual stimulation… challenging assumptions, taking risks, and solicits followers’ ideas. Stimulating and encouraging creativity in their followers, evolving the team.
- Road Trip with the Dean… Taking Leave Authenticity