paper

Page 1 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

We have also chosen, in contrast, our own set of five leadership qualities which we believe leaders need to demonstrate in varying amounts when facing significant change. Derived from analysis and research in the field, we have found this set of qualities to be very easily digested and understood by the leaders with whom we’ve worked over the past few years. It also seems to offer a way – particularly in a leadership team setting – of inquiring more deeply into the type of leadership that’s being called for according to the change challenges ahead, and therefore where leaders need to develop or ‘step up’.

Goleman: leadership that gets results

In his quest to discover the links between emotional intelligence and business results, Daniel Goleman (2000) developed a set of six distinct leadership styles through studying the performance of over 3,800 executives worldwide. These six leadership styles, arising from various different components of emotional intelligence, are used interchangeably by the best leaders. He encourages leaders to view the styles as six golf clubs, with each one being used in a different situation. Goleman also found that each style taken individually has a unique effect on organizational climate over time, some positive and some negative. This in turn has a major influence on business results.

Goleman links the competence of leaders directly to business results, but also identifies the situations in which each style is effective:

• Coercive style. Only to be used sparingly if a crisis arises. This is a useful style to employ if urgent changes are required now, but must be combined with other styles for positive results long term. Negative effects such as stress and mistrust result if this style is overused.

• Authoritative style. Useful when a turnaround is required and the leader is credible and enthusiastic. This is the ‘visionary’ leadership style. Goleman indicates that this style will only work if the leader is well respected by his or her people, and is genuinely enthusiastic about the

Page 2 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

change required. He acknowledges the strongly positive effect of this approach, given the right prevailing conditions.

Page 3 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

• PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Affiliative style. This style helps to repair broken relationships and establish trust. It can be useful when the going gets tough in a change process and people are struggling. However, it must be used with other styles to be effective in setting direction and creating progress.

• Democratic. This is an effective style to use when the team knows more about the situation than the leader does. They will be able to come up with ideas and create plans with the leader operating as facilitator. However, it is not useful for inexperienced team members as they will go round in circles and fail to deliver.

• Pace-setting. This style can be used effectively with a highly motivated, competent team, but does not lead to positive results long term if used in isolation. Overuse of this style alone results in exhausted staff who feel directionless and unrewarded. The leader needs to switch out of this style to move into a change process rather than simply drive for more of the same.

• Coaching. This is an appropriate style to use if individuals need to acquire new skills or knowledge as part of changes being made.

THE COERCIVE-AFFILIATIVE MANAGER I realize on reflection that I have been using just two leadership styles all my working life. I am 54, and this has been something of a revelation. I have been using the coercive style together with the affiliative style. It never occurred to me to do it any other way. I would tell the staff how things would be, give them a dressing down, and make up afterwards by talking about the football or asking about the family.

No one would make suggestions or use their initiative, and no one ever seemed to learn anything new. I was completely in charge of an efficient but stagnant site.

It wasn’t easy incorporating other styles, but once I had cracked the coaching style, things began to change. The staff began to see me as more accessible. Now my people trust me more, and they are prepared to take responsibility and to suggest things and to make changes. I use less energy to carry out my role, and can think more clearly about how best to lead.

General manager of a manufacturing plant

Page 4 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

THE PACE-SETTING MANAGER

At first glance I thought I was using all six styles in the right measure. Then when I began to talk to my team about it, I realized that I was using the pace-setting style 85 per cent of the time. Even my attempts at being friendly (or affiliative) turned out to be pace-setting approaches. People described how a casual chat with me would end up feeling like an interrogation. People on the shop floor actively avoided me after a while. Or they spent ages preparing for an encounter with me.

Of course, all my star performers loved this style. They found it thrilling and stimulating. The others fell by the wayside as I had no time for coaching at all. My style became a self-fulfilling prophecy. The competent people did well, and those who needed to learn didn’t get the airtime from me that they needed, so they failed.

I’m not saying that this has completely changed. But now I do recognize when I need to coach and when I need to pace-set. My actions are more aligned to my intentions, rather than being simply a question of habit.

Head teacher

See Table 4.5 for our summary of the six different styles and their uses.

Page 5 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Table 4.5 Our summary of Goleman’s six leadership styles

Coercive Authoritative Affiliative Democratic Pace-setting Coaching

Short definition Telling people what to do when.

Persuading and attracting people with an engaging vision.

Building relationships with people through use of positive feedback.

Asking the team what they think, and listening to this.

Raising the bar and asking for a bit more. Increasing the pace.

Encouraging and supporting people to try new things. Developing their skills.

When to use this style

When there is a crisis.

When step change is required. When manager is both credible and enthusiastic.

When relationships are broken.

When the team members have something to contribute.

When team members are highly motivated and highly competent.

When there is a skills gap.

Disadvantages of this style

Encourages dependence. People stop thinking.

Has a negative effect if manager is not credible.

Not productive if it is the only style used.

May lead nowhere if team is inexperienced.

Exhausting if used too much. Not appropriate when team members need help.

If manager is not a good coach, or if individual is not motivated, this style will not work.

Goleman: the importance of emotional intelligence for successful leaders

Underpinning Goleman’s six leadership styles is his work on emotional intelligence (see Goleman, 1998). This is worth examining as it sets out all the competencies required to be a successful leader.

Goleman’s research into the necessity for emotional intelligence is convincing. First, his investigation into 181 different management competence models drawn from 121 organizations worldwide indicated that 67 per cent of the abilities deemed essential for management competence were emotional competencies. Further research carried out by Hay/McBer looked at data from 40 different corporations to determine the difference in terms of competencies between star performers and average performers. Again emotional competencies were found to be twice as important as skill- based or intellectual competencies.

Page 6 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

EMOTIONAL COMPETENCIES FOR LEADERS

Self-awareness Knowing one’s internal states, preferences, resources, and intuitions:

• Emotional awareness: recognizing one’s emotions and their effects. • Accurate self-assessment: knowing one’s strengths and limits. • Self-confidence: a strong sense of one’s self-worth and capabilities.

Self-management Managing one’s internal states, impulses, and resources:

• Self-control: keeping disruptive emotions and impulses in check. • Trustworthiness: maintaining standards of honesty and integrity. • Conscientiousness: taking responsibility for personal performance. • Adaptability: flexibility in handling change. • Achievement orientation: striving to improve or meeting a standard of excellence. • Initiative: readiness to act on opportunities.

Social awareness Awareness of others’ feelings, needs, and concerns:

• Empathy: sensing others’ feelings and perspectives, and taking an active interest in their concerns.

• Organizational awareness: reading a group’s emotional currents and power relationships. • Service orientation: anticipating, recognizing and meeting customers’ needs.

Social skills Adeptness at inducing desirable responses in others:

• Developing others: sensing others’ development needs and bolstering their abilities. • Leadership: inspiring and guiding individuals and groups. • Influence: wielding effective tactics for persuasion. • Communication: listening openly and sending convincing messages. • Change catalyst: initiating or managing change. • Conflict management: negotiating and resolving disagreements.

Page 7 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

• PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Building bonds: nurturing instrumental relationships. • Teamwork and collaboration: working with others toward shared goals. Creating group synergy in

pursuing collective goals.

Source: Goleman (1998), reproduced with permission of Bloomsbury Publishing, London

Goleman defined a comprehensive set of emotional competencies for leaders (see box above). He grouped these competencies into four categories:

1. self-awareness; 2. self-management; 3. social awareness; and 4. social skills.

Self-awareness, he says, is at the heart of emotional intelligence. To back this up, Goleman’s research shows that if self-awareness is not present in a leader, the chance of that person being competent in the other three categories is much reduced.

THE IMPORTANCE OF SELF-MANAGEMENT The managers that we work with often have high drive levels and are also very intelligent. When this combination of characteristics is present in an individual, that individual often experiences a lot of frustration. Other people are either too slow, or too relaxed, or simply ‘not getting it’.

This was crystallized by a very dynamic and successful IT manager whom I worked with recently. When I went through her emotional intelligence feedback with her using HayGroup’s Emotional Competence Inventory, her self-management scores were low, especially in the area of self-control. I asked her how often she felt frustrated in her work. She paused for a moment and then with a sudden realization she said, ‘All the time’. Up until that point, she had not realized that there was an issue. This had just become a way of life. Others were experiencing her as bad tempered, moody and occasionally bullying. Then we started to talk about strategies for dealing with this.

Esther Cameron, 2003

Page 8 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

A brief scan of the competence set will confirm that self-awareness, self-management and social awareness are all competencies that are not necessarily observable. We call this inner leadership. Only the social skills category contains obvious observable behaviours. We call this outer leadership.

In our experience those involved in leading change have to develop especially strong inner leadership because of the emotions arising from their own drive to achieve, coupled with potential resistance from many levels, and the discomfort involved in letting go of old habits. It is a very emotional landscape!

Daniel Goleman says that it is vital that leaders develop emotional competencies:

In the new stripped-down, every-job-counts business climate, these human realities will matter more than ever. Massive change is constant; technical innovations, global competition, and the pressures of institutional investors are ever-escalating forces for flux. As organizations shrink through waves of downsizing, those people who remain are more accountable – and more visible.

Whereas a bully, or a hypersensitive manager, might have gone unnoticed deep in many organizations 10 years ago, he or she is much more visible now.

Cameron and Green: five leadership qualities to support change

Since the first edition we have become very interested in the possibility that different leadership qualities may be required in different organizational change contexts. We searched the literature, and combined this with our knowledge of many different sets of leadership competences from organizations we work with. From this process we derived a set of five leadership qualities that cover the full set of possibilities using a clustering approach.

We invited research participants, all experienced managers or Organization Development professionals, to use their organizational wisdom to select the leadership qualities they thought would be most effective in a range of contexts. We wanted to find out if different leadership qualities, or combinations of qualities, appeared to match up to any particular contexts. We asked participants to select the one or two leadership qualities that they thought would be most effective in each of a range of organizational contexts.

The summary of results appears in Figure 4.2. It is clear from this information that a wide range of roles are useful, and that combinations of roles work well. There are some interesting patterns to notice about particular contexts, but the overall message is that all the roles are useful at times.

Page 9 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

Page 10 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Figure 4.2 The five leadership qualities Source: Cameron and Green (2008)

In our book Making Sense of Leadership (2008), we describe our research, set out the results and conclude that there are five qualities to select from which leaders need to use flexibly if they are to be versatile performers. Again, we concluded that there is no one right way, but there are some guidelines.

The five qualities, shown in Figure 4.3 for a summary, are:

1. The Edgy Catalyser: focuses on creating discomfort to catalyse change. 2. The Visionary Motivator: focuses on engagement and buy-in to energize people. 3. The Measured Connector: focuses on sense of purpose and connectivity across the organization

to help change to emerge. 4. The Tenacious Implementer: focuses on projects, plans, deadlines and progress to achieve

results. 5. The Thoughtful Architect: focuses on frameworks, designs and complex fit between strategies

and concepts to ensure that ideas provide a sound basis for change.

Page 11 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Figure 4.3 Summary of the five leadership qualities Source: Cameron and Green (2008)

STOP AND THINK!

Q 4.6 Draw a pie chart that represents your own use of Goleman’s six leadership styles. Are you using them in the right proportion? If not, what do you plan to do differently and why? Try this exercise again, but this time use the framework to help someone else to focus on his or her leadership style. Write up the conversation, indicating what insights the exercise provoked.

You can also try the exercise with the five leadership qualities.

DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE

In this section we examine the different phases of the change process, to identify the need for a leader to perform different skills or activities during each phase. We do this by using three different but complementary models of the change process.

Page 12 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Cameron and Green: inner and outer leadership

In our own experience of working with leaders on change processes, it is important to establish phases of change so that plans can be made and achievements recognized. This phasing also enables a leader to see the need for flexibility in leadership style, as the change moves from one phase into another phase. We have identified both the outer leadership and inner leadership requirements of a leader of change for each phase; see Table 4.6.

Table 4.6 Leadership of change phase by phase, comparing inner and outer leadership requirements

Phase of change Outer leadership – observable actions of the leader

Inner leadership – what goes on inside the leader

1. Establishing the need for change The leader illuminates a problem area through discussion.

Influencing, understanding, researching, presenting, listening.

Managing emotions, maintaining integrity, being courageous, being patient, knowing yourself, judging whether you really have the energy to do this.

2. Building the change team The leader brings the right people together and establishes momentum through teamwork.

Chairing meetings, connecting agendas, facilitating discussion, building relationships, building teams, cutting through the politics.

Social and organizational awareness, self-awareness, managing emotions, adaptability, taking initiative, having the drive to achieve, maintaining energy despite knock-backs.

3. Creating vision and values The leader works with the group to build a picture of success.

Initiating ideas, brainstorming, encouraging divergent and creative thinking, challenging others constructively, envisaging the future, facilitating agreement.

Strategic thinking, taking time to reflect, social awareness, drive to achieve, managing emotions.

Page 13 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162

Phase of change Outer leadership – observable actions of the leader

Inner leadership – what goes on inside the leader

PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

Page 14 of 14

1/14/2019https://jigsaw.vitalsource.com/api/v0/books/9780749472597/print?from=153&to=162