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Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011

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PPMA - Public Sector People Managers' Association
PPMA - Public Sector People Managers' Association

Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011

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CIPD Annual HR Conference PPMA National Public Service Debate Beverly Alimo-Metcalfe CPsychol. FBPsS Emeritus Professor of Leadership Studies, University of Leeds Professor of Leadership, University of Bradford School of Management Chief Executive, Real World Group November 10 th 2011 © Real World Group 2011 www.realworld-group.com
What form of leadership creates high engagement?
Key leadership / organisational challenges ,[object Object],[object Object],[object Object],[object Object],[object Object]
A few words about… ,[object Object],[object Object],[object Object]
Engagement is… Engagement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Good for Individuals Good for Organisations
Increasing engagement & organisational success © Real World Group 2011
Leadership: New vs. ‘traditional’ models ,[object Object],2 Leadership as a social process - a dynamic, collective activity 3 Leadership as learning: outcome ,[object Object],[object Object],[object Object],[object Object]
The Model of Engaging Transformational Leadership TLQ ™ Dimensions © Real World Group 2011 LEADING INDIVIDUALS PERSONAL QUALITIES & VALUES Being Honest & Consistent Acting with Integrity Showing Genuine Concern Being Accessible Enabling Encouraging Questioning LEADING THE ORGANISATION Supporting a Developmental Culture Inspiring Others Focusing Team Effort Being Decisive MOVING FORWARD TOGETHER Building Shared Vision Networking Resolving Complex Problems Facilitating Change Sensitively
Does it work? Yes!
What’s the evidence? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership, culture and ‘readiness for change’ Building capacity for sustainability
Characteristics of teams with high ‘readiness for change’ ,[object Object],[object Object],[object Object]
Leadership principles for creating high ‘readiness for change’ High readiness for change Sustained productivity, morale & wellbeing Create culture of high ‘social support’ Build self-efficacy – focus on ‘identity’ Be honest about non-negotiables C.I.A. Don’t impose solutions – co-create them Build a shared vision Don’t focus purely on the ‘rational’ reasons Explode the myth that people resist change Share learning across the organisation
Relationships between Top level leadership and organisational change LEADERSHIP A ORGANISATION CHANGE A LEADERSHIP B ORGANISATIONAL CHANGE B
Typical Board feedback
Relationships between Top level leadership and organisational change (2) LEADERSHIP C ORGANISATIONAL CHANGE C
Experiences of culture differ… Summary of data collected from the ‘Leadership Culture & Change Inventory (LCCi)’™ © Real World Group
10 lessons from supporting cultural transformation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Background reading: Research Insight report for CIPD Authors: Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008) Available free from www.realworld-group.com
Other suggested readings ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Beverley Alimo-Metcalfe - PPMA National Public Service Debate at CIPD Conf - 10 Nov 2011

  • 1. CIPD Annual HR Conference PPMA National Public Service Debate Beverly Alimo-Metcalfe CPsychol. FBPsS Emeritus Professor of Leadership Studies, University of Leeds Professor of Leadership, University of Bradford School of Management Chief Executive, Real World Group November 10 th 2011 © Real World Group 2011 www.realworld-group.com
  • 2. What form of leadership creates high engagement?
  • 3.
  • 4.
  • 5.
  • 6. Increasing engagement & organisational success © Real World Group 2011
  • 7.
  • 8. The Model of Engaging Transformational Leadership TLQ ™ Dimensions © Real World Group 2011 LEADING INDIVIDUALS PERSONAL QUALITIES & VALUES Being Honest & Consistent Acting with Integrity Showing Genuine Concern Being Accessible Enabling Encouraging Questioning LEADING THE ORGANISATION Supporting a Developmental Culture Inspiring Others Focusing Team Effort Being Decisive MOVING FORWARD TOGETHER Building Shared Vision Networking Resolving Complex Problems Facilitating Change Sensitively
  • 10.
  • 11. Leadership, culture and ‘readiness for change’ Building capacity for sustainability
  • 12.
  • 13. Leadership principles for creating high ‘readiness for change’ High readiness for change Sustained productivity, morale & wellbeing Create culture of high ‘social support’ Build self-efficacy – focus on ‘identity’ Be honest about non-negotiables C.I.A. Don’t impose solutions – co-create them Build a shared vision Don’t focus purely on the ‘rational’ reasons Explode the myth that people resist change Share learning across the organisation
  • 14. Relationships between Top level leadership and organisational change LEADERSHIP A ORGANISATION CHANGE A LEADERSHIP B ORGANISATIONAL CHANGE B
  • 16. Relationships between Top level leadership and organisational change (2) LEADERSHIP C ORGANISATIONAL CHANGE C
  • 17. Experiences of culture differ… Summary of data collected from the ‘Leadership Culture & Change Inventory (LCCi)’™ © Real World Group
  • 18.
  • 19. Background reading: Research Insight report for CIPD Authors: Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008) Available free from www.realworld-group.com
  • 20.