21st Century Perspectives: Leadership for Practitioners

1
21st Century Perspectives Leadership for
Practitioners

• Peter Evans
• Manager, Engagement Program Management Office
  (EPMO), HP Services, South Pacific and Australia
• peter.evans_at_hp.com , Ph 0419 383 776
• 25 September 2007

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Topics

• Context
• What is Management?
• What is Leadership? Good leadership?
• Leadership and the Victoria Police Force
• What they do, how they do it and who they lead
• Two Managerial Models for Leadership
• How Hewlett-Packard defines leadership
• How ISR defines leadership
• Conclusions

3
Topics

• Context
• What is Management?
• What is Leadership? Good leadership?
• Leadership and the Victoria Police Force
• What they do, how they do it and who they lead
• Two Managerial Models for Leadership
• How Hewlett-Packard defines leadership
• How ISR defines leadership
• Conclusions

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Classical definitionsmanagement and leadership

• Management is achieving results through others
• Managers rely on the efforts of other people and
  must induce them to expend effort
• Scientific management theories of the 20th
  century focused on control, order and hierarchy
• 21st century management theories are emphasising
  empowerment, values and flexibility
• Leadership is the process of influencing others
  to achieve organisational goals.
• Leadership power can come from
• Position (i.e., formal power as manager)
• Expertise / knowledge
• Respect or affection
• The ability to influence pay, promotion or
  recognition
• The ability to punish

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Some Classical Leadership Models

• Blake and Moutons Managerial Grid
• Fiedlers contingency model
• Hershey Blanchards situational leadership
  theory
• Path-goal theory
• Spreier, Fontaine Malloys model

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Successful Leaders

• Clarify what is important to them, especially
  their own values and beliefs
• Adopt the right leadership style for the
  situation, organisation staff
• Get their right balance between focus on task and
  on people
• Have functional expertise, change management
  skills local knowledge
• Demonstrate the courage to do what is right
  despite personal risk or discomfort
• Are assertive with respect
• Say no when necessary but predictably and
  consistently
• Take well-reasoned stands to resolve important
  issues
• Lead others to follow through on difficult
  actions or initiatives
• Generate breakthroughs by championing new ideas
  and initiatives
• Are willing to make bold yet well-reasoned moves
• Demonstrate inspiring leadership and courage such
  that others want and choose to follow

Source Successful Managers Handbook, 7th
Edition - Personnel Decisions International
ePredix, Minneapolis 2004, pages 516-517,
558-568 (Chapter 25), 603-604
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Leaders and Followers

• Leaders cannot lead unless others are willing to
  follow or be involved. In most organisations
  people will not follow someone just because he or
  she has the title of leader or manager. People
  will follow when they share the vision, it makes
  sense, and they trust a leader who is passionate
  about the vision.

Source Successful Managers Handbook, 7th
Edition - Personnel Decisions International
ePredix, Minneapolis 2004, page 619
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Topics

• Context
• What is Management?
• What is Leadership? Good leadership?
• Leadership and the Victoria Police Force
• What they do, how they do it and who they lead
• Two Managerial Models for Leadership
• How Hewlett-Packard defines leadership
• How ISR defines leadership
• Conclusions

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Management Tasks

• Implement strategy, policy and position
• Manage area of responsibility within corporate
  policy framework
• Improve service delivery
• Seek to contribute collaboratively to corporate
  goals and objectives
• Leadership and development of staff
• Communicate strategy, policy and position

Source Victoria Police Organisation Chart
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Leadership Outcomes

• Objective setting
• Team harmony
• Clear thinking and better decision making
• Positive performance management
• Proactive coaching and mentoring
• Resolving conflict constructively
• Adapting to change positively
• Safer workplaces
• Lower absenteeism
• Enhanced morale
• Strengthened moral code and ethics
• A motivated, inspired and unified team

Source Victoria Police Leadership Programs
Brochure (for Airlie Leadership Development
Centre)
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Victoria Police What they do

• Victoria Police contributes to a high quality of
  life for individuals in the community by ensuring
  a safe and secure society and underpins the
  economic, social and cultural wellbeing of
  Victoria.Since Victoria Police first began
  providing police services in 1853, its role has
  expanded from one focused primarily on law
  enforcement, to one of community assistance,
  guidance and leadership. Only about 20 of police
  work is directly related to fighting crime. The
  larger part of our work relates to general
  policing and assisting the community. Our mission
  is to provide a safe, secure and orderly society
  by serving the community and the law.
• (Victoria Police web-site About Victoria Police
  page, http//www.police.vic.gov.au/content.asp?Doc
  ument_ID3)

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Victoria Police What they do

• Their core responsibilities include targeting
  community needs and issues in the following
  high-profile areas
• Traffic and transport
• Community and family
• Victoria Police seeks to actively promote and
  maintain harmonious relationships with Victoria's
  diverse community.  Those relationships are based
  on mutual respect, tolerance and trust.
• Police work with different sectors of the
  community such as families, children, youth and
  multicultural communities to address particular
  issues.
• The programs and activities that focus on
  community and family issues are a very important
  part of police work. They help to ensure that
  people feel safe in going about their daily
  activities.
• Crime prevention
• Victoria Police works together with local
  community and businesses to identify crime and
  safety issues and establish effective solutions.
• Forensic services
• (Source Victoria Police web-site Our Focus
  page, http//www.police.vic.gov.au/content.asp?Doc
  ument_ID9 http//www.police.vic.gov.au/content.a
  sp?Document_ID270)

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Victoria Police How they do it

• intelligent, confident, community, partnership
• (Victoria Police, The Way Ahead Strategic Plan
  2003-2008 and Victoria Police web-site banner)
• Intelligent and confident policing focused on the
  development of partnerships and a community
  capacity that empowers individuals to build a
  safer Victoria
• (Chief Commissioners Message in Victoria Police,
  The Way Ahead Strategic Plan 2003-2008, page 3
  and Front cover, Victoria Police 2004-2005
  Report)
• Confident policing encourages innovation and
  creative problem-solving. It is about a people
  centred and enabling management style that aims
  to create police as community leaders who are
  capable, ethical and high performing
• (Victoria Police, The Way Ahead Strategic Plan
  2003-2008, page 7)
• Partnership policing is about everyone not just
  the police being responsible for tackling the
  problems that affect community safety. It also
  promotes community environment.
• (Victoria Police, The Way Ahead Strategic Plan
  2003-2008, page 17)

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Victoria PoliceWho they serve and lead

• Outcomes
• Reduced Crime Rate
• Reduced Road Toll and Road Trauma
• High Levels of Customer Satisfaction
• High Levels of Community Perceptions of Safety
• Stakeholders
• Staff
• Community
• Road Users
• Court System
• Politicians
• Media
• Victims of Crime
• Perpetrators of Crime

A Leadership Role in Developing Friendly,
Safe,Caring and ConfidentCommunities
Source Victoria Police Measuring Our
Performance, 2006-07
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Topics

• Context
• What is Management?
• What is Leadership? Good leadership?
• Leadership and the Victoria Police Force
• What they do, how they do it and who they lead
• Two Managerial Models for Leadership
• How Hewlett-Packard defines leadership
• How ISR defines leadership
• Conclusions

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HPs Leadership FrameworkAn interdependent system
Strategy

• Our corporate objectives
• Our corporate strategy
• Our value proposition

Values and behavior
Structure and processes

• Our shared values
• Our standards of conduct

• Our operating model

Metrics, results and rewards

• Our balanced scorecard

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ISRs Organisational Leadership Effectiveness
Framework
Effective leaders demonstrate certain behaviours
in a particular sequence
Source ISR Seminar May 2004, The Key Elements
that Differentiate Financially High Performing
Organisations
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ISRs Framework of Organisational Leadership
Effectiveness The focus of different levels and
the need for cascaded leadership
A companys leadership reaches well beyond a few
good men and women at the top. It typically
includes the 3 to 5 of employees throughout the
organisation who can deliver breakthroughs in
performance. (Tsun-yan Hsieh and Sara Yik,
Leadership as the starting point of strategy,
The McKinsey Quarterly, 2005 No. 1, p67)
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ISR As Leadership is Critical, What Do Effective
Leaders Do?

• Demonstrate certain behaviours (what) at the
  right time (when) and in a specific sequence
  (how).
• Bring their followers along with them. Leaders
  behaviour encourages employees to adopt a view of
  the world similar to their leaders.
• Ensure alignment with one another on the
  strategy.
• Understand and act on the cultural drivers that
  best impact the execution of the strategic
  priorities.

• Leaders pull the cultural drivers to create
  the appropriate operating environment that
  engenders employee engagement.

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Topics

• Context
• What is Management?
• What is Leadership? Good leadership?
• Leadership and the Victoria Police Force
• What they do, how they do it and who they lead
• Two Managerial Models for Leadership
• How Hewlett-Packard defines leadership
• How ISR defines leadership
• Conclusions

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• When mores are sufficient, laws are unnecessary
  when mores are insufficient, laws are
  unenforceable.
• Emile Durkheim (1858-1917), Sociologist

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• Great things can happen when you dont care who
  gets the credit. 
• Mark Twain

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• It is wonderful when the people believe in the
  leader
• It is more wonderful when the leader believes in
  the people

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• Good leaders
• - lead themselves
• - lead others
• - lead context
• - lead change
• Tsun-yan Hsieh and Sara Yik(McKinsey Quarterly)

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• Good leaders are one the people fear and hate.
• Great leaders, the people honour and praise.
• Greatest leaders, the people do not notice their
  existence.
• Lead people by walking beside them..
• And when the best leader's work is done, the
  people say,
• "We did it ourselves.
• Old Chinese philosophy

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• We are the peoples police. We are here to serve.
  We serve our communities, we serve our citizens,
  we serve our residents, and we serve our
  children.
• The laws we enforce and how we enforce them are
  the peoples laws. The peace we keep isnt just
  the peace of the few, or the rich, or the famous,
  or the powerful - we keep the peoples peace -
  all the peoples peace.
• Christine Nixon, Chief Commissioners
  MessageVictoria Police, Business Plan 2006/07

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Topics

• Backup
• HPs Shared Values
• HPs Corporate Objectives
• HPs Standards of Conduct

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HP Way
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HP Way
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HP Way
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Victoria Police organisation values behaviours

• Flexibility
• Leadership
• Approachable and consistent when dealing with
  colleagues, partners and the community
• Apply fair process
• Strongly commit to the organisational values
• Guide, trust, develop and empower colleagues
• Make timely decisions that are guided both by
  values evidence
• Inspire participation and commitment through a
  shared vision
• Integrity
• Professionalism
• Respect
• Support

Victoria Police, Business Plan 2006/-7, page 16
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Ethical Decision Making

• Will the decision pass Scrutiny?
• Community, Police Force, Ombudsman, Media
• Is the decision Ethical?
• Compliance with Policies, Procedures, Practices
• Compliance with Code of Ethics and Code of
  Conduct
• Is the decision Lawful?
• The Law
• Regulations
• Chief Commissioners Instructions
• Other Force Rules
• Is the decision Fair?
• On the Community, Colleagues, Your Family,
  Yourself

Source Victoria Police Code of Conduct and Code
of Ethics
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Blake and Moutons Managerial Grid

• The best leaders are intensely task-focused and
  intensely people-focused
• Their model is based on the assumption that there
  are ten major emerging principles of human
  behaviour critical to effective leadership
• Fulfilment through participation is the
  motivation that gives character to human activity
  and supports productivity
• Open communication is essential for the exercise
  of self shared responsibility
• Accepting others as capable of reaching standards
  of excellence promotes trust and respect
• Shared participation in problem solving and
  decision making stimulates active involvement and
  commitment, productivity and creative thinking
• Conflicts are solved by direct confrontation of
  their causes, with understanding and agreement as
  the basis of cooperative effort
• Mutual agreement is the strongest basis for
  supervision
• Effective integration between boss and
  subordinate enhances synergy
• Management is by objectives
• Organisation members who cooperate are
  interdependent in giving mutual support
• Learning from work experience is through critique
  and feedback

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Blake and Moutons Managerial Grid
High
9,9Team ManagementWork accomplishment is
fromcommitted people, interdependencethrough a
common stake in organisation purpose leads
torelationships of trust and respect.
1,9Country Club ManagementThoughtful attention
to needs of peoplefor satisfying relationships
leads to acomfortable, friendly
organisationatmosphere and work tempo.
9 8 7 6 5 4 3 2 1
Concern for People
5,5Middle-of-the-road ManagementAdequate
organisation performance ispossible, through
balancing the necessityto get out work with
maintainingmorale of people at a satisfactory
level
9,1Authority-ComplianceEfficiency in operations
results fromarranging conditions of work insuch
a way that human elementsinterfere to a minimum
degree.
1,1Impoverished ManagementExertion of minimum
effort to getrequired work done is
appropriateto sustain organisation membership.
Low
1 2 3 4 5
6 7 8 9
Low Concern for Production
High
Source R.R. Blake J.S. Mouton, The Managerial
Grid III The Key to Leadership
Excellence,Houston Gulf Publishing Company,
1985, page 12
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Fiedlers Contingency Theory

• Leaders least preferred co-worker orientation
  measured
• Either task-oriented or relationship-oriented
• Situational factor assessed
• Leader-member relations ? support leader has from
  group members
• Task structure ? clarity of a tasks goals,
  methods performance standards
• Position power ? amount of power organisation
  gives leader to get tasks done

Decreasing situational favourability/control
good
poor
Elementsofsituation
high
low
low
high
Octant
Leadercharac-teristics
Source F.E. Fiedler, A Theory of Leadership
Effectiveness,New York McGraw-Hill, 1967
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Hershey and Blanchards Situational Leadership
Theory

• Situational leadership model states leader
  behaviours must change based on follower
  readiness
• Follower readiness
• Ability (job readiness)? ability, skill,
  knowledge, experience needed for a task or way of
  working
• Willingness (psychological readiness)?
  confidence, commitment and motivation to complete
  a task

MODERATE
Source P. Hersey K.H. Blanchard, Management of
Organizational Behavior Utilizing Human
Resources,Englewood Cliffs Prentice Hall, 1988
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Hershey and Blanchards Situational Leadership
Theory

• Situational leadership model states leader
  behaviours must change based on follower
  readiness
• Leader behaviour
• Task behaviour ? how much leader tells people
  what to do how, when where to do it and who
  is to do it
• Relationship behaviour ? how much leader uses
  two-way or multiway communication
  listen/facilitate

(high)
2Explaindecisionsand provideopportunity
forclarification
3Share ideasand facilitatein
decisionmaking
High taskhigh rel.
High rel.low task
(Supportive Behaviour) RELATIONSHIP BEHAVIOUR
High tasklow. rel
Low rel.low task
4Turn overresponsibilityfor
decisionsandimplementation
1Providespecificinstructionsand
closelysuperviseperformance
(low)
(high)
TASK BEHAVIOUR(Guidance)
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Hershey and Blanchards Situational Leadership
Theory

• Leader behaviour
• Telling
• Used for low-readiness (R1)
• Give people directions on what to do how to do
  it
• Selling
• Used for low-moderate readiness (R2)
• Give specific directions, but support enthusiasm
• Participating
• Used for moderate-high readiness (R3)
• Supportive, participating style emphasising
  communication and collaboration
• Delegating
• Used for high readiness (R4)
• Little support or direction needed

(high)
2Explaindecisionsand provideopportunity
forclarification
3Share ideasand facilitatein
decisionmaking
High taskhigh rel.
High rel.low task
(Supportive Behaviour) RELATIONSHIP BEHAVIOUR
High tasklow. rel
Low rel.low task
4Turn overresponsibilityfor
decisionsandimplementation
1Providespecificinstructionsand
closelysuperviseperformance
(low)
(high)
TASK BEHAVIOUR(Guidance)
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Path-goal theory

• Explains how leader behaviour influences
  subordinates motivation and job satisfaction
• Leaders seek to influence subordinates
  perception of work goals and paths to achieve
  both work and personal goals
• Based on expectancy motivation theory
• Effort-performance expectancy
• Probability that effort will lead to performance
  level required
• Performance-outcome expectancy
• Probability successful performance will lead to
  outcomes / rewards
• Valence
• Anticipated value of outcomes / rewards

Source R.H. House T.R. Mitchell, Path-Goal
Theory of Leadership, Journal of Contemporary
Business,Autumn 1974, pp 81-97
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Path-goal theory

• Considers two dimensions which can affect
  path-goal
• Leader behaviours (all assumed to be usable by
  same leader )
• Directive ? task-oriented
• Supportive ? relationship-oriented
• Participative ? consultative
• Achievement-oriented ? challenging
• Situational factors
• Subordinate characteristics ? traits, skills,
  abilities, needs
• Context characteristics ? task, work group,
  organisations formal authority system
• The leader must consider the situational factors
  to assess which leader behaviours will best
  enhance subordinates path-goal motivation and
  job satisfaction. Practical approach
• Anticipated end result ?
• Expectancy theory element ?
• Situational factor to be changed ?
• Leader behaviour to be selected

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Six Styles of Leadership

• Directive
• Entails strong, sometimes coercive behaviour
• Visionary
• Focuses on clarity and communication
• Affiliative
• Emphasises harmony and relationships
• Participative
• Collaborative and democratic
• Pacesetting
• Characterised by personal heroics
• Coaching
• Focuses on long-term development and mentoring

Source S.W. Spreier, M.H. Fontaine, R.L. Malloy,
Leadership Run Amok The Destructive Potential of
Overachievers,Harvard Business Review, June
2006, pages 77, 80
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