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NE Leading Improvement for Health & Well-Being Programme 2011 PowerPoint Presentation
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NE Leading Improvement for Health & Well-Being Programme 2011

NE Leading Improvement for Health & Well-Being Programme 2011

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NE Leading Improvement for Health & Well-Being Programme 2011

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  1. NE Leading Improvement for Health & Well-Being Programme 2011 Beverly Alimo-Metcalfe CPsychol. FBPsSEmeritus Professor of Leadership Studies, University of LeedsProfessor of Leadership, University of Bradford School of ManagementChief Executive, Real World Group September 7th 2011 © Real World Group 2011

  2. Leadership, culture, and transformation The implications for senior managers

  3. Content What form of leadership is needed in Public Services to deal with the changes they are facing? What’s the research evidence of its validity? How do we combine this form of leadership with achieving targets/goals, while being true to our values? How can we embed this in the culture of our organisation and ensure sustainability? What are the implications for us as senior leaders?

  4. Key people / organisational challenges • Need to achieve more with less • Increase effectiveness • Sustain motivation • Maintain wellbeing • Cope with constant change • Continually adapt & innovate to maintain quality

  5. A few words about… Stress The bad news… The good news…

  6. Leadership is changing direction… Visionary Charismatic Transformational

  7. Engagement is key ‘Engagement is a positive attitude held by the Individual towards the organisation and its vision & values’ ‘which affects the extent to which individuals put discretionary effort into their work… for the benefit of the organisation’ ‘...which requires a two-way relationship between employer and employee’ Based on: Robinson, D., Parryman, S. & Hayday, S. (2004). The Drivers of Employee Engagement. Sussex:Institute for Employment Studies.

  8. Engagement is good for people Wellbeing and health (Maslach et al., 2001; 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) Profitability (Watson Wyatt, 2006; Sirota Survey Intelligence, 2005) Productivity (Alimo-Metcalfe et al., 2009; Judge et al., 2001; Harter et al., Geyery, 1998) Safety (Harter et al., 2002)

  10. The Model of Engaging Transformational Leadership LEADING INDIVIDUALS TLQ™ Dimensions Showing Genuine Concern Being Accessible Enabling Encouraging Questioning ENGAGING ETHICAL VALUES PERSONAL QUALITIES & VALUES MOVING FORWARD TOGETHER LEADING THE ORGANISATION Being Honest & Consistent Acting with Integrity Being Honest & Consistent Acting with Integrity Supporting a Developmental Culture Inspiring Others Focusing Team Effort Being Decisive Building Shared Vision Networking Resolving Complex Problems Facilitating Change Sensitively © Real World Group 2011

  11. ‘Engaging’ leadership principles Leader asservant and partner Leadership is a social process and is distributed Leadership is about connecting people and ideas - through a shared vision - co-ownership - co- design, and - empowering partners in implementation

  12. The impact of engaging leadership on staff in the public sector (n = 5,100)

  13. Leadership, culture and change Building capacity for sustainability

  14. Embedding a culture of engaging Leadership Leadership & Culture: theinextricable link The single most important responsibility of a leader… Schein, E.H. (2010). Organisational Culture & Leadership. London, Wiley

  15. Does engaging leadership predict productivity? A longitudinal study… 1 year Time 1 Time 2 Leadership Culture of teams (n=46) Productivity Morale x = how competent Well-being = how engaging Controlled for contextual variables Alimo-Metcalfe et al., (2007)‘The impact of leadership factors in implementing change`. SDO, Project 22/2002.

  16. The Culture of High Performing Teams Clear roles, responsibilities, and goals All felt involved in developing the vision All contributed to determining how to achieve the vision High degree of autonomy & self-efficacy – feeling empowered; trusted to take decisions People felt actively supported in their development People experienced high levels of social support Time was made to discuss problems & issues, despite the busy schedule High use of face-to-face communication Source: Alimo-Metcalfe et al., (2008). ‘The impact of engaging leadership on performance, attitudes to work and well-being at work: a longitudinal study’. The Journal of Health Organization & Management, 22, 6, 586-598.

  17. Lessons from high-performing teams… • Engaged key stakeholders from the outset • Built a shared vision of a high quality service • Everyone involved in identifying clear outcomes – ‘stretch goals’ • Practised distributed, non-hierarchical leadership • ‘Learning’ culture – innovative & adaptive; high RfC • Created a supportive, appreciative, psychologically ‘safe’ culture • Shared ownership of challenges & successes 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..

  18. Implications for leading change • Change initiatives: Clarify thereasonsand desired outcomes, not the detailed instructions as to how it should be achieved – be honest with non-negotiables • Build a shared vision and engage all critical stakeholders • Engage all in identifying how the change will be achieved in a way that is consistent with the values • Celebrate success; maximise learning; disseminate this knowledge; value contributions

  19. Organisations need… • To foster a culture in which learning is maximised • Leaders with exceptional relationship skills, to form effective teams, managing diverse teams collaboratively; build more effective genuine partnerships • To recognise that leadership is a shared process • To be comfortable with replacing rules and regulations with common purpose, values and principles

  20. Experiences of culture differ… Summary of data collected from the ‘Leadership Culture & Change Inventory (LCCi)’™ © Real World Group

  21. Commitment to action What am I going to do?

  22. Some final reflections… How engaging am I? What can I do to support my colleagues and the rest of the organisation to create a culture of engagement? What will I do differently today to be more effective? How will I know I am making an effective and sustainable difference? Who will do this if we don’t?

  23. Background reading:Research Insight report for CIPD Authors: Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008) Available free from

  24. Other suggested readings • Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'Leadership in public and 3rd sector organisations'. In J. Storey (ed.).(2ndedn) Leadership in Organisations: Current Issues & Key Trends,. London: Routledge. • Alimo-Metcalfe, B., Alban-Metcalfe, J., Bradley, M., Mariathasan, J. & Samele, C. (2008). ‘The impact of engaging leadership on performance, attitudes to work and well-being at work: a longitudinal study’. The Journal of Health Organization & Management, 22,6, 586-598. • Alimo-Metcalfe, B. & Bradley, M. (2009). ‘Darzi and leadership – it’s too important to get wrong this time’. In Clinical Leadership Journal, 2, 1, 3-11. • Alimo-Metcalfe, B. & Bradley, M. (2008). ‘Cast in a new light’. People Management, January 24th, 38-41.