1 / 27

Effective Leadership at the Top

Effective Leadership at the Top . IPAC - September 29th, 2005 Dr. François Ducharme. Top Team A Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Outstanding. What Makes a Great Executive Leadership Team?. Top Team A

devin
Télécharger la présentation

Effective Leadership at the Top

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Effective Leadership at the Top IPAC - September 29th, 2005 Dr. François Ducharme

  2. Top Team A Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Outstanding What Makes a Great Executive Leadership Team?

  3. Top Team A Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Outstanding Top Team B Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Mediocre What Makes a Great Executive Leadership Team?

  4. The Research: A Hay / Harvard Study • Formed a partnership with Richard Hackman of Harvard University* • Gathered data on 60 plus executive teams in 1998 (now, close to 100 organizations) • Created cross-cultural sample of 48 teams • * Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Boston, MA: Harvard Business School Press.

  5. The Research: A Hay / Harvard Study • Analyzed intact leadership teams (management and executive) • Outstanding vs. typical vs. poor teams • Conducted independent assessment • Product quality, organizational performance, team capability, individual capability • Created largest empirical database on Top Executive Teams in the world • Validated through climate survey in their organization

  6. Organizational Climate Definitions Flexibility • Unnecessary procedures are minimized • New ideas are accepted • Authority is delegated • People are held accountable • Mediocrity is not tolerated • Goals are challenging but attainable Responsibility Standards Rewards • Feedback reflects performance • Rewards differentiate performance • Direction, roles and accountabilities are clear • People are proud to belong • People cooperate and give discretionary effort Clarity TeamCommitment

  7. 80 70 60 50 40 30 20 10 0 Percentile Gap Outstanding Flexibility Standards Clarity Total Responsibility Rewards TeamCommitment Climates Created in High Performing Teams

  8. 80 70 60 50 40 30 20 10 0 Percentile Gap Typical Outstanding Flexibility Standards Clarity Total Responsibility Rewards TeamCommitment Climates Created in High Performing Teams

  9. 80 70 60 50 40 30 20 10 0 Poor Percentile Gap Typical Outstanding Flexibility Total Standards Clarity Rewards TeamCommitment Responsibility Climates Created in High Performing Teams

  10. The Results: 5 Key Findings • 1. Outstanding leadership teams are real teams • 2. Leaders of outstanding teams are not the “superstar” organizational leaders we usually think of • 3. Leaders of outstanding teams pull together and manage the conditions necessary for team success

  11. The Results: 5 Key Findings • 4. Leaders of outstanding teams have unique leadership styles and competencies • 5. Members of outstanding leadership teams are not smarter, but they have more “emotional” intelligence

  12. 1 - Top Leadership Teams Are Real Teams • Outstanding leadership teams: • Have clear, stable boundaries • Complete interdependent tasks collectively: • Set enduring mission with jointly accountable goals • Identifying 4 levels of accountability: Prime, Shared, Contributory, Remote • Develop and monitor strategy together

  13. 2- Top Team Leaders Aren’t Necessarily the Superstar Organizational Leaders • Leaders of outstanding teams: • Often take a less visible role • Rely less on their own talents, and more on those of others • Create a climate and conditions that foster team success

  14. Conditions Support Direction Structure Leadership Results People Development 3- Leaders of outstanding teams pull together the conditions necessary for team success Leaders of outstanding teams manage three main conditions for team success.

  15. The Conditions for Team Success: Direction • The purpose of the team must be • Clear • Do we know where we are going? • Challenging • Is the goal challenging, but not impossible? • Consequential • Is the goal meaningful and engaging to us?

  16. The Conditions for Team Success: Structure • Well-designed team task • Do we have an interdependent goal? • Are we approaching it strategically? • Optimal Composition • Are we the right size? • Do we have the right skill set? • Norms • Do we adhere to effective norms of behaviour in conducting our business? • Focus on the goal rather than internal conflict

  17. The Conditions forTeam Success: People • Outstanding Team define competencies required for new team members, such as: • Smart • Analytical Thinking, Conceptual Thinking • Driven • Achievement Orientation, Initiative, Strategic Orientation, Self-Confidence, Directiveness • Committed to the team • Executive Maturity, Impact and Influence, Teamwork, Team Leadership

  18. 4- Leaders of outstanding teams have unique managerial styles and competencies • Exhibit a broader set of managerial styles • Rely more on managerial styles that encourage dialogue • Authoritative • Affiliative • Democratic • Coaching • Avoid a coercive style that shuts down dialogue

  19. 77 74 69 64 63 61 60 56 54 51 46 43 41 29 29 24 12 8 Coercive Authori-tative Affiliative Demo-cratic Pace-setting Coaching The Outstanding Leader’sManagerial Styles 100% 90 80 70 60 50 40 30 20 10 0 Outstanding Typical Poor

  20. The Outstanding Team Leader’sCompetencies • Holds people accountable for how they behave • Team Leadership • Integrity • Directiveness • Links the team and its purpose to the broader organization • Organizational Commitment • Information Seeking • Establishes and prioritizes the team’s actions • Achievement Orientation • Executive Maturity

  21. Leaders of Outstanding TeamsHold People Accountable 5 5 4 3 2 1 0 Typical Outstanding 4 4 3 Levels of Competency 2 1 TeamLeadership Integrity Directiveness Competency

  22. Leaders of Outstanding TeamsLink to the Organization 5 4 3 2 1 0 Typical Outstanding 3 3 Levels of Competency 1 1 OrganizationalCommitment* InformationSeeking Competency

  23. Leaders of Outstanding TeamsEstablish and Prioritize Actions 5 5 4 3 2 1 0 Typical 4 Outstanding 3 2 Levels of Competency AchievementOrientation ExecutiveMaturity Competency

  24. 5- Leaders of outstanding teams have higher levels of emotional intelligence • More in control of their emotions • Better able to handle challenging situations • Better able to calm others • More sensitive to others • Better able to “read” others • Better able to motivate others • More honest and genuine • More capable of developing and managing new relationships • Emotional intelligence accounts for more than 85% of what separates outstanding from typical leaders • They createemotionally intelligent organizations

  25. How the Leader Affects People? • There is a ripple effect. . . • Leaders possessing emotional intelligence have high levels of leadership competencies. They also possess a broad repertoire of managerial styles to use. Broad managerial styles impacts directly the work climate of the team (r=0.72). • Positive work climate explains 30% of the variance in organizational performance. • Why? Positive work climate energizes the subordinate levels to invest their discretionary effort

  26. Summary • Outstanding executive teams need • The right leader • Focuses on the conditions necessary for team success • May not be a charismatic superstar • The right–not necessarily the smartest–people • High emotional intelligence • To be a realteam • Definition of the group’s work as interdependent • With clear boundaries

  27. Effective Leadership at the Top IPAC - September 29th, 2005 Dr. François Ducharme

More Related