NE Leading Improvement for Health & Well-Being Programme 2011 Beverly Alimo-Metcalfe CPsychol. FBPsS Emeritus Professor of Leadership Studies, University.
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Presentation on theme: "NE Leading Improvement for Health & Well-Being Programme 2011 Beverly Alimo-Metcalfe CPsychol. FBPsS Emeritus Professor of Leadership Studies, University."— Presentation transcript:
Leadership, culture, and transformation The implications for senior managers
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?
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
A few words about… Stress The bad news… The good news…
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.
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)
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)
‘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
The impact of engaging leadership on staff in the public sector (n = 5,100)
Leadership, culture and change Building capacity for sustainability
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
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…
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.
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..
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
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
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?
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
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.