Prof Beverly Alimo Metcalfe - PPMA Conference 2010
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1) The document discusses the challenges facing the public sector workforce over the next decade including building leadership capacity, resilience, and a culture of learning and innovation. 2) It emphasizes that engagement is key, noting that 60% of employees believe they can give more but feel limited by their boss and culture. 3) The role of leadership and an engaging culture in increasing employee engagement and organizational performance is examined through the Engaging Transformational Leadership model.
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Prof Beverly Alimo Metcalfe - PPMA Conference 2010
- 1. Beverly Alimo-Metcalfe FBPsS Professor of Leadership, University of Bradford School of Management & Chief Executive, Real World Group The PPMA Annual Conference The Hilton London Metropole March 23 rd 2010
- 2. The Public Sector Workforce Skills Challenge for the next decade – Facing up to the public sector recession
- 3. The challenges… To maximise the potential of the talent that resides within our organisation To build leadership capacity To create a culture in which supports learning, innovation, and constant improvement To build highly resilient & adaptable teams with high ‘readiness for change’ To ensure high productivity will be sustained
- 4. Leadership is about creating cultures that liberate … Intellectual capital Emotional Capital Social Capital Our potential Our Potential
- 5. This will only happen if our approach to leadership… Increases every individual’s effectiveness without damaging their.. Motivation Well-being
- 6. Key to success? Engaging staff!
- 7. Engagement Is….. ‘ Engagement is a positive attitude held by the employee towards the organisation and its values’ ‘ which affects the extent to which individuals put discretionary effort into their work’ IES (2004). The Drivers of Employee Engagement
- 8. Engagement is good for staff Wellbeing and health (Sonnentag, 2003); reduced burnout (Bakker et al., 2005) Reduced depressive symptoms, somatic complaints and sleep disturbances (Hallberg & Schaufeli, 2006) Higher self efficacy and commitment (Salanova, Agut & Peiro, 2005; Schaufeli et al., 2002)
- 9. Engagement is good for organisations Customer satisfaction (Corrigan et al., 2000; Harter et al., 2002) Retention/turnover (CIPD, 2004; Gallup,2004; Watson Wyatt, 2005) Productivity (Alimo-Metcalfe et al., 2009; Judge et al., 2001; Harter et al., Geyery, 1998) Profitability (Towers Perrin, 2006; Watson Wyatt, 2006; Sirota Survey, 2005) Safety (Harter et al., 2002)
- 10. Good news… 60% believe they can give more! 2 barriers… their boss the culture
- 11. The role of leadership and culture in increasing engagement & performance V I S I O N Performance Outputs (High quality services) Resources People KSA comp Experience Potential + Job Satisfaction Motivation Commitment ‘ Engagement’ LEADERSHIP Our Vision CULTURE
- 12. The Engaging Transformational Leadership Model ENGAGING INDIVIDUALS ENGAGING ETHICAL VALUES Being Honest & Consistent Acting with Integrity Showing Genuine Concern Being Accessible Enabling Encouraging Questioning ENGAGING THE ORGANISATION Supporting a Developmental Culture Inspiring Others Focusing Team Effort Being Decisive ENGAGING ALL STAKEHOLDERS Building Shared Vision Networking Resolving Complex Problems Facilitating Change Sensitively ‘ Engaging’ TLQ™ Dimensions
- 13. ‘ Engaging’ leadership principles Leader as servant and partner Leadership is a social process (‘ubuntu’) Leadership is about connecting people and ideas - through a shared vision - co-ownership - co- design, and - empowering partners in implementation
- 14. The impact of TLQ engagement scales on staff in local government (N = 4,000)
- 15. Competencies & leadership … being competent is necessary … … but not sufficient , for effective leadership
- 16. Relationship between Competencies & Leadership Degree of Competence Degree to which Engaging A B C
- 17. Targets or engagement? C . I .A.
- 18. Does engaging leadership work? 1 year Time 1 Leadership Culture of teams (n=46) Time 2 Productivity Morale Well-being Controlled for contextual variables =how competent =how engaging x
- 19. A Culture of ‘Engaging with Others’ Feeling empowered by being trusted to take decisions Feeling actively supported in developing one’s strengths Believing people were willing to listen to ideas Time was made for staff to discuss problems & issues, despite the busy schedule Feeling all staff were involved in developing the vision Feeling involved in determining how to achieve the vision High use of face-to-face communication Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008). ‘Engaging leadership: Creating organisations that maximise the potential of their people’. London: CIPD.
- 20. Lessons from High Performing Teams Engaged important stakeholders Shared vision of high quality customer-centred services Clarity of desired outcomes – stretch goals Leadership is distributed Learning organisation culture – innovative & adaptable Culture of high levels of social support Source: Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002.
- 21. Lessons from successful organisational transformations Clear and Informed Vision Planning for transformations : - Set clear and significant stretch goals Engaging for success: - Engage staff early - Create large-scale collaboration across the organisation - Ensure front-line staff own the change process Communicate, communicate, communicate Creating organizational transformations: McKinsey Global Survey Results. MacKinsey Quarterly, September, 2008
- 22. Leadership for the future… Ethical – ‘the greater good’ Self-aware Comfortable with sharing power Make connections – meaning/emotions/people Leaders as ‘ideas brokers’ ‘ disruptive leadership’ Create ‘communities of interest’ creating social capital ‘ Leadership as collective genius’ by creating the conditions that encourage, facilitate, and sustain a high level of innovation & collective learning, and genuine partnership
- 23. 10 Lessons from supporting cultural transformation Top management buy-in is crucial: build a strong evidence-based business case; provide data Only start if organisation is ready, and committed Transparency - Engage the whole organisation Diagnose what interventions required where Relate everything to the org’s objectives & the values Engage front-line early & support middle managers Build human capital & social capital Ensure all HR processes consistent with the aim Evaluate ROI – share learning Celebrate success & publicise it!
- 24. Finally… If you want to change the culture… Just change the conversations..
- 25. Contact [email_address] Real World Group Stewart House St Andrew’s Court Leeds LS3 1JY UK www.realworld-group.com
Editor's Notes
- #16: Competencies are like Brighton Pier very fine in their own right … but not a good way of getting to France - (based on Neil Kinnock, 1981)