1. NE Leading Improvement for Health & Well-Being Programme 2011 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 September 7 th 2011 © Real World Group 2011www.realworld-group.com

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 ENGAGING ETHICAL VALUES Being Honest & Consistent Acting with Integrity TLQ™ Dimensions 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 © Real World Group 2011

11. ‘Engaging’ leadership principles Leader as servant 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: the inextricable link  The single most important responsibility of a leader… Schein, E.H. (2010). Organisational Culture & Leadership. London, Wiley

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

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 the reasons and 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 www.realworld-group.com www.realworld-group.com

24. Other suggested readings  Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'Leadership in public and 3 rd sector organisations'. In J. Storey (ed.).(2 nd edn) 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 24 th, 38-41.