Corporate Research Forum A Scientific Approach to Leadership and Leadership Development for Superior Performance David Burnham Corporate Research Forum 23rd November 2010

Defining Superior Leadership Top quartile business results within an industry over a five year period High employee morale as measured by the Burnham Rosen Group Organisation Culture Survey A culture of shared accountability

The Science of Leadership Asks the questions: What distinguishes superior leaders from strong leaders? From what we have discovered about superior leaders, is it possible to predict performance? Can people learn how to become superior leaders?

How do motives work? Motives (thoughts) Behaviours (actions) Outcomes drive create

Pendulum Exercise You will need: North South West East

Research Studies 1939-2005

The Social Motives n - achievement n - affiliation n - power

Most Frequently Occurring Motives Achievement A concern with competing with your own performance or the performance of others. Achieving goals yourself through your own efforts.

Most Frequently Occurring Motives Affiliation A concern with being liked, being accepted as part of a group.

Most Frequently Occurring Motives Power A concern with influence and influence relationships.

Stages of Power Development Source of Power OTHERS SELF SELF OTHERS Stage I. Dependence Stage II. Independence Target of Power Stage IV. InterActive Stage III. Imperial A. Personal B. Institutional

Results of Research Study: 12 Year Leadership Motivation Key *Business Performance and Employee Morale Burnham Rosen Group, 2005

Leadership Comparison: Motives The InterActive Leader The Institutional Leader We motivate each other to perform I motivate you to perform (self other) (other other)

Leadership Comparison: Motives The InterActive Leader The Institutional Leader I am accountable for the performance of my group Others are responsible for delivering performance Leader’s job is to set direction and provide vision Individuals alone make the difference (80/20 rule) Leader must ultimately provide the right answers We are accountable for performance of our group We are all responsible for delivering performance Job is to ensure group sets direction & common purpose Group is greater than the sum of its parts Group must ultimately find the answers

Leadership Comparison: Motives The InterActive Leader The Institutional Leader When people cannot agree, the leader decides Interpersonally skillful; Uses skill to motivate others Visionary, charismatic, seeks & receives admiration Leads by consensus but is ultimately clearly in charge Implements through a focus on short-term results When people cannot agree, leader requires it Encourages other to motivate themselves Lives by their values. Helps others find their purpose Leads by consensus. Insists the group take charge Relates short-term results to long-term goals

InterActive Leadership Understand your own thinking (Self-awareness) Understand its impact on how you lead Change thought and make a plan

Gain Over Market by Sales People Reporting to Sales Managers No Training Skills Training Motive Training – InterActive Leadership Improved Balanced Scorecard Ratings Internal Study, UK Retail Bank, 3 Year Performance Period 2005-2007.

Impact of Motive Training on Sales Performance Intervention * Retail Bank Report, 2005. * Group restructured.

Sales Leadership Primary Differentiators for Superior Performance: Power Motive with InterActive Power Stage by Performance 2008 Power Motive Dominance InterActive Power Dominance Power Motive Dominance with InterActive Power Dominance Superior Superior Superior Average Average Average n= 5 n= 15 n= 9 n= 14 n= 1 n= 14 This result is statistically significant, with Chi Squared probability of less than 0.001%. The Phi Score of strength of correlation was .89, very close to perfect correlation.

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