Leading with Vision Workshop on Developing the APO Public Sector Leadership Framework

1. Leading with
Vision
Workshop on Developing the APO Public Sector Leadership
Framework

2. Leading with Vision
Workshop on Developing the APO
Public Sector Leadership Framework

3. Management vs. Leadership
• Are they different—what do you think?

4. COMPONENTS MANAGERSMANAGERS LEADERSLEADERS
Goals Cope with complexity while producing and selling goodsCope with complexity while producing and selling goods
and/or servicesand/or services
Affect real changeAffect real change
Support the status quo; promote consistency and orderSupport the status quo; promote consistency and order Challenge the status quo; create constructive changeChallenge the status quo; create constructive change
Limit organizational choicesLimit organizational choices Develop new optionsDevelop new options
Tasks Plan and budgetPlan and budget Set a direction orSet a direction or visionvision
Organize and staffOrganize and staff Align peopleAlign people
Control and problem solveControl and problem solve Motivate, energize and inspireMotivate, energize and inspire
Manage subordinatesManage subordinates Lead followersLead followers
Characteristics Impersonal; passive; reactiveImpersonal; passive; reactive Personal; active; proactivePersonal; active; proactive
Low emotional involvement with peopleLow emotional involvement with people Intuitive; empatheticIntuitive; empathetic
Focus on rules and proceduresFocus on rules and procedures Innovative; risk-takersInnovative; risk-takers
Performance achieved as a result of contractualPerformance achieved as a result of contractual
relationship with employeesrelationship with employees
Performance achieved through empowerment ofPerformance achieved through empowerment of
employeesemployees
Primarily transactional – use rewards, sanctions andPrimarily transactional – use rewards, sanctions and
formal authority to ensure complianceformal authority to ensure compliance
Use transformational influence – foster change inUse transformational influence – foster change in
values, attitudes and behaviourvalues, attitudes and behaviour
Focus Short term planning; operationalShort term planning; operational Long-range thinking; strategicLong-range thinking; strategic
Unit or group being managedUnit or group being managed Larger organization; external environment; global trendsLarger organization; external environment; global trends
““Doing things right”Doing things right” ““Doing the right thing”Doing the right thing”
““Know-how”Know-how” ““Know-why”Know-why”
Created based on the work of Henry Mintzberg. “The Manager’s Job: Folklore and Fact” in Harvard Business Review on Leadership. (Boston: Harvard Business School Publishing), 1998, 1-36; Kotter, “What Leaders
Really Do,” 1998; Zaleznik, “Managers and Leaders,” 1998; Conger and Kanungo, Charismatic Leadership, 1998; Rost, Leadership, 1991; Gardner, On Leadership, 1990; and Bennis and Nanus, Leaders, 1985.

5. Management vs. Leadership
•Rejection of the industrial
paradigm of leadership as good
management (Rost, 1993)
•Management – foundation upon
which leadership grows
•Leadership complements (not
replaces) management
•Need is for organizational leader-
managers (Kotter, 1990; Kent,
2005)

6. Leadership Styles
•One aspect of leadership theory, which focuses on
what leaders do
• Task-oriented; people-oriented; change-oriented
• Directive – tells the followers what to do and how to do it;
specifies standards of performance; set deadlines; initiates
action.
• Consultative – still tell followers what to do, but only after
consulting with them first.
• Participative – decisions are made by the group as a whole;
followers participate as equals.
• Delegative – leaders describe the problem or need and
make suggestions, but leave it to the followers to determine
what to do and how to do it.

7. Exemplary Leadership
• Kouzes & Posner (1995) identified 5 fundamental practices of exemplary
leadership

8. Mission, Vision & Value Statements
•Key components for high-
performing private-sector
organizations
•Embraced by public sector
organizations as part of the
NPM revolution
•Terminological confusion
•Must be well crafted
statements – interrelated, but
distinct, concepts

9. Defining Key Terms
• Mission
• Oriented to the present
• What the organization currently does – the unique
purpose or the reason for its existence
• Fundamental driving force of the organization
• May depend on the vision, but can also provide the
basis for the vision

10. Defining Key Terms
• Vision
• Oriented to the future
• Aspirational – identifies what or where the
organization wants to be (“true north”)
• Driving force for organizational change
• Inspirational
• Realistic, but slightly out of reach

11. Defining Key Terms
• (Core) Values
• Enduring beliefs that influence
our attitudes and actions
• Should inform and support the
vision, mission and strategies
of the organization
• Unique public sector values
(broad) and specific values
associated with particular
public sector organizations

12. Characteristics of a Good Vision
•Imaginable – portrays a picture of the future
•Desirable – must be appealing to the long-term
interests of all stakeholders
•Feasible – realistic and attainable
•Focused – clear so as to provide guidance in
making decisions
•Flexible – allowing for differing responses in the
face of change
•Communicable – easy to communicate
(Kotter cited in Gill, 2011)

13. • Mission – “to make people happy”
• Vision – “is to become the leading entertainment company in the
world”
OUR MISSION
• “The mission of The Walt Disney Company is to be one of the world’s
leading producers and providers of entertainment and information. Using
our portfolio of brands to differentiate our content, services and consumer
products, we seek to develop the most creative, innovative and profitable
entertainment experiences and related products in the world.”
https://thewaltdisneycompany.com/about/

14. Leading with Vision
• Literature typically ascribes the creation of vision to leaders
• A clear and compelling vision can drive change in an organization
• Key issues
• Must the leader create the vision?
• In the public sector, who provides the vision—politicians or public servants?

15. Conclusion
•Leadership and management, although conceptually distinct, are
fundamentally inter-related
•All organizations, including those in the public sector, require
individuals who can both manage and lead
•Helping to formulate and communicate the organizational mission,
vision and values are critical leadership tasks
•Leading with vision is not a solitary exercise

16. Thank You! Dr. Tim A. Mau
Associate Professor of Political Science
University of Guelph
Guelph, Ontario Canada N1G 2W1
tmau@uoguelph.ca
Manila, Philippines
Monday, November 14, 2016 (14:45-15:45)