What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change? This session explores the evidence behind how leaders were able to garner a sense of trust from their people.

1. Jan 28, 2021
Presented by Alex Boulting
Trust in Leadership
Building Organisational Change Capability Talks # 1

2. 2
Change Thoughts Talks

3. 3
Building Change Capability Talks

5. WHAT…
1
5
Is the problem with Leadership theory?

6. 6
How many leadership styles is enough?
40 ?
For some ‘thing’ to be
meaningful we need to be able
to differentiate it from other
‘things’ & understand its
relationship with those
‘things’

7. What makes a thing…?
COHERENCE
Definition + Scope + Relationship = Coherence and CONSTRUCT VALIDITY. How can we claim to
have a body of knowledge if we don’t have valid constructs?
RELATIONSHIP
No construct is an island so where is the body of knowledge that underpins new Leadership
Constructs? What are they bringing to the table? Relationship with other constructs e.g. leadership &
fairness
SCOPE
What leadership styles in what time & place? Autocratic Leadership for compliance e.g. Safeguarding v
Democratic during ambiguity e.g., nobody has the answer? Place-based leadership.
DEFINITION
Precise distinctions from other concepts. Moral Leadership = Authentic + Ethical + Servant? Strategic v
Visionary v Transformational Leadership. What are the different states & forms?
Suddaby, R. 2010. Construct clarity in theories of management and organization. Academy of Management Review, 35: 346-357.
Construct = an abstract categorisation of observations - exist in our brain only ;)

8. 04
05
06
Create some generic questions that
fit with attributes of athletic leaders
e.g., resilient in face of set-backs
Athletic leaders create positive
results or produce more athletic
followers
Find a company to run survey, test
hypothesis & with some statistical jiggery-
pockery publish results & claim a new
construct
Positive
Adjective 01
02
03
Think of a positive adjective such as
‘authentic’ ‘spiritual’ or ‘athletic’
Make up some attributes for ‘athletic’
leaders e.g., winners, driven, demand
the very best etc.
Find inspiring quotes & interviews
from CEOs who mention attributes in
Step 2
Test
Hypothesis
Formulate
Hypothesis
Create a Questionnaire
Gather Evidence
Imagine a Theory
DIY Leadership
How to invent a new leadership style
“Without this (critical thinking*)
we have a pseudo-science.
Researchers into authentic
leadership have fallen into this
trap, willingly. For now, they
show no desire to escape
from it”
Management Studies in Crisis - 2019 – Dennis
Tourish Professor of Leadership and
Organization Studies at Royal Holloway,
University of London
*my summary of a quote from Richard Feyman that
Tourish uses in his book

9. WHAT…
1
9
Are the traditional leadership styles

10. 1840’s 1940-50’s 1980-90s 2010’s
1930-40s 1960-70s 2000’s
Natural born (male)
leaders
Focus on the actions
and skills of leaders
Focus on leadership as a cost–
benefit exchange
Focus on an inspirational style
pushing followers to higher and
higher levels of
Leadership defined by time &
space. “No ‘off the shelf’
leadership recipe”. Requires a
“broader ‘palette’ of leadership
skills”
identifying traits &
characteristics of
effective leaders
1938 Autocratic,
Democratic &
Delegative
Focus on leaders adapting their style
to the environment
1965 Emery & Trist organisations as
‘open systems’ responding to
‘environmental textures’
For example, Servant, Inclusive & Complex
Focus on followers leading each other
Focus on engaging followers.
Person-centred style
Focus on the whole system of an organisation
Great Man
Trait
Behaviour
Contingent &
Situational
Transactional &
Transformational
Styles
Burns 1978
Leadership Of Place
Contextual

11. THE DRIVE TO FIT
IN
Rigidity
Integration
Interdependence
Framework
Belonging
WIIFUS
Planned
Inclusion
Hierarchical
Mechanistic
THE DRIVE TO
STAND OUT
Fluidity
Differentiation
Self – Interest
Freedom
Uniqueness
WIIFM
Emergent
Diversity
Self-organizing
Organic
Paradox 1 – Autonomy v Structure

12. 12
TWO LEADERSHIP STYLES – back to 1938?
Transformational
Ambition
• People Focussed
• High Standards
• Intellectually
simulating
• Motivation
• Develops Others
Transactional
Action
• Process focussed
• Resourcing
• Clear Roles &
Responsibilities
• Systems &
Procedures
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of applied psychology, 89(5), 901.
1938 Autocratic,
Democratic &
Delegative

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Leadership
exhibiting concern
for the welfare of
employees and
work groups
defining roles, plans,
and plans for
accomplishing key
tasks and
responsibilities
PERSON FOCUS PROCESS FOCUS
TRANSACTIONAL
LEADERSHIP
TRANSFORMATIONAL
LEADERSHIP
EMOTIONAL - BEING COGNITIVE - DOING
(Mayer et al 1995, Dietz and Den Hartog 2006)
AUTONOMY STRUCTURE

14. 14

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OTHER TYPES OF LEADERSHIP?
Ethical Authentic Servant Feminist
Laissez-
Faire*
Charismatic Democratic Autocratic Strategic
Coaching-
style
Bureaucratic Visionary Pacesetter Inclusive Agile
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The leadership quarterly, 27(4), 634-652.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2),
501-529.
= redundant construct – large overlap explaining few additional outcomes above transformational or transactional leadership
= distinct construct – little overlap explaining outcomes that transformational or transactional leadership cannot explain
* non-leadership style
(Transformational)
(Transformational)
(Transformational)
(Transactional)
(Transactional) (Transactional)
(Transformational) (Transformational)
(Transformational)
(Transformational)
(Transformational) (Transformational) (Transformational)

16. 16
Back to the Drawing Board?
“Our conclusion that the field would be
better off abandoning the concept of
charismatic – transformational
leadership” 2013
Visionary
Fairness
Trustworthy
Coaching
Breaking down to build up

17. HOW…
2
17
Do we figure out what works?

18. Finding out what works
WHY
LEADERSHIP?
CONCIEVE EXPLAIN IDENTIFY DEMONSTRATE BUILD
What was the impact?
What are the contextual differences?
Has it been replicated?
How sure are you?
Leadership Style
Impact
What is the
difference we
want to see in
different
contexts?
Define Behaviour
How will the
behaviour impact
other change
capabilities e.g.,
resilience?
Interrelationship
What is the
impact of the
behaviour in
different
situations?
Context
Has the
behaviour
achieved what it
set out to?
Causality
How does the
learning build an
understanding of
leadership
behaviours?
Knowledge
What
are
we
trying
to
achieve?
Are
we
asking
the
right
questions
?
Are
trying
to
solve
the
right
problems?
Adapted from Antonakis, J. (2017). On
doing better science: From thrill of
discovery to policy implications. The
Leadership Quarterly, 28(1), 5-21.
Problem =
Unethical
behaviour

19. Breaking behaviours down
Help Followers
Flourish
Moral
Consistency
Concern for
Followers
Demonstrates self awareness and
actively seeks feedback for
personal growth
Authentic Leadership
Motivated to focuses on
follower needs and interests
Servant Leadership
Uses rewards & punishments
to hold followers
accountable for
organisational standards &
values .
Ethical Leadership
Moral/Ethical Behaviour or
maybe Trust?
Adapted from Lemoine, G. J., Hartnell, C. A., & Leroy,
H. (2019). Taking stock of moral approaches to
leadership: An integrative review of ethical, authentic,
and servant leadership. Academy of Management
Annals, 13(1), 148-187.

20. 20
Helps to Simplify ?
Transformational
Direction
• Ambition
Focussed
• High Standards
• Intellectually
simulating
• Motivation
• Develops Others
Transactional
‘Doing’
• Process
focussed
• Resourcing
• Clear Roles &
Responsibilities
• Systems &
Procedures
Servant
‘Being’
• People
Focussed
• Power sharing
• Growth &
Development
• REAL
behaviours
• Other focus
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of applied
psychology, 89(5), 901.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do
ethical, authentic, and servant leadership explain variance above
and beyond transformational leadership? A meta-analysis. Journal
of Management, 44(2), 501-529.

21. [My boss…]
1. Uses power in service to others, not for his or her ambition.
2. Gives me the right to question his or her actions and decisions.
3. Respects me for who I am, not how I make him or her feel.
4. Enhances my capacity for moral actions.
5. Helps me to generate a sense of meaning out of everyday life at work.
6. Contributes to my personal and professional growth.
21
Servant Leadership measure

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Leading Edge Practice – beyond the individual
“
“
certainly a push from the literature to look
beyond individual qualities of leaders and
acknowledge the importance of the context
and systems within which they operate

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Gender Differences

24. HOW…
2
24
To build trust in leadership

25. 25
TRUST DRIVES CHANGE
When the stakes are high (conflicts of interest), trust matters more
(Balliet & Van Lange 2013)

26. 26
TRUST EQUALS
exhibiting
concern for the
welfare of
employees and
work groups
defining roles,
plans, and plans
for accomplishing
key tasks and
responsibilities
PERSON FOCUS PROCESS FOCUS
TRANSACTIONAL
LEADERSHIP
TRANSFORMATIONAL +
SERVANT
LEADERSHIP
EMOTIONAL - BEING COGNITIVE - DOING
(Mayer et al 1995, Dietz and Den Hartog 2006)
CONSIDERATION (benevolence + ability) + STRUCTURE (predictability
& integrity)

27. 27
MODEL FOR BUILDING TRUST
TRUST
=
Consideratio
n & Structure
Psychological
Contract Breach
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of applied psychology, 87(4), 611.
Colquitt, Jason A., Brent A. Scott, and Jeffery A. LePine. "Trust, trustworthiness, and trust propensity: a meta-analytic test of their unique relationships with risk taking
and job performance." Journal of applied psychology 92, no. 4 (2007): 909.

28. 28
Context Context Context
When do HR policies and practices
challenge trust levels?
What are leadership preferences ?
Leaders as humans – ‘Let leaders
be themselves’ - storysharing was
key rather than storytelling

29. HOW…
2
29
To elevate practice?

30. ETHICAL LEADERSHIP
6 reasons to be evidence-based
Clarity & robustness of decision-making
allows organisations to quickly respond to
external challenges
.
AGILITY 01
as it creates a process to
understand & interrogate
decision-making
CONFIDENCE 06
because decision-making
processes have integrity &
gravitas
TRUST 02
Creates transparency &
objectivity around decision-
making
FAIRNESS 05
clear decision-making
structures creates efficacy,
agency & autonomy
EMPOWERMENT 03
to organisational values such as respect &
fairness
CONGRUENCE 04

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Rapid Leadership Development
individual and collective power to support and equip managers/leaders to co-create
the culture
AMPLIFYING
ASSESS
Self reflection
through 360 &
self review &
survey data
gives
development
areas
PRIORITISE
Prioritise
development
areas aligned
to the OCCA
framework +
business &
employee
needs
INDIVIDUAL
LEARNING
E-learning,
webinars on
development
areas.
Nudging
through emails.
GROUP
LEARNING
Action
Learning Sets
and virtual
teams to solve
complicated
issues
REVIEW
Reviewing
commitment
and feedback
from team to
move to next
level & find out
what worked
MS Teams
3 month ‘sprint’
REWARD
Rewarding
behaviours that
are seen to
deliver
outcomes

32. 32
What not to do…
‘Too many’ rules and regulations in HR, which could be
interpreted by individuals as ‘we don’t trust you to do things’ or
‘we command and control you to make sure the things are done’.
Too much control doesn’t give people the opportunity to earn
trust
Too many rules reduces levels of accountability because ‘things
are out of my control’ & create sense of entitlement
Not allowing people to override the system when they want to
‘do the right thing’ and be accountable and demonstrate integrity

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OCCA Introduction
UNIQUENESS – (Internal State)
Drive to flourish
DOING – Acting State
BELONGING – (External State)
Drive to belong
BEING - Sensing State
Behaviour is manifested as
a decision to act which
clearly impacts change
momentum & direction.
Connects individual
intentions, beliefs, emotions
& assumptions
to action
What I Do & How I Do It
Habitualised behaviours
have a high symbolic impact
on change through
organisational structures,
processes & systems.
Connects individual
behaviours to an
organisation’s purpose.
What We Do & How We Do
It
Social context interprets
beliefs & behaviours in
relation to others creating
wide cultural meaning of
change.
Connects individual’s
identity to organisational
culture.
Why We Do & What We
Experience
Cognitive contemplation of
how deep the individual’s
commitment to change is.
Connects to an individual's
intentions, beliefs, emotions
& assumptions
Why I Do & What I
Experience

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COMPLEX SYSTEMS… CAN BE SIMPLIFIED
Understanding Leadership Context
Low Score
High Priority
High Impact

35. 35
E-Learning Modules

36. AND ...
Thank you!
from Alex
Boulting
Owner | ebbnflow
+44 7562570000
alex@ebbnflow.co.u
k
www.ebbnflow.co.u
k
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Placed Based Leadership