The future shape of local government: skills to lead Catherine Staite INLOGOV

The practice of leadership  Leadership is a journey  Framing your challenges can help you match your leadership to your situation and context  Useful models; –Situational and contextual leadership –Leading change –From transactional to transformational –Developing your personal style

Framing your challenges  A frame is: “a set of internalised concepts and values that allow us to accord meaning to unfolding events and new information.”

Framing an alcohol strategy

Key points on frames  Frames trump facts  Don’t just negate, reframe  Once you have established a new frame and it has become widely accepted, ideas that were previously unthinkable become “common sense”

Situational Leadership Ken Blanchard High Supportive and Low Directive Behaviour S3 High Directive and High Supportive Behaviour S2 Low Supportive and Low Directive Behaviour S4 High Directive and Low Supportive Behaviour S1 DIRECTIVE BEHAVIOUR LowHigh SUPPORTIVE BEHAVIOUR THE FOUR LEADERSHIP STYLES

Leaders Results Teams Commitment More good things happen; fewer bad things happen. Michael Fullan Leading in a culture of change Understanding Change Relationship Building Moral Purpose Coherence Making Knowledge Creation & Sharing HOPE ENERGY ENTHUSIASM

Transformational Leadership Charismatic: highly esteemed role models – followers strive to emulate; align others around a vision, common purpose and mission Inspirational: provides meaning and optimism about the mission and its attainability Intellectually stimulating: encourages followers to question basic assumptions and to consider problems from new and unique perspectives Individually considerate: works with followers, diagnosing their needs, transcends their self-interests, enhances their expectations and develops their potential

What works – and why? Amount of change needed High Low High Transformational Low Transactional High Transformational High Transactional Low Transformational Low Transactional Low Transformational High Transactional Complexity of organisation Source: Kotter, J. A Force for Change (1990). Free Press High

Transformational leadership: does it really work? Transformational Leadership has a significantly greater impact than Transactional Leadership on a variety of subjective and objective outcome measures, including:  job satisfaction, motivation, and performance of followers  lower levels of stress and burnout amongst staff  more collaborative, innovative, harmonious teams  financial performance of organisations  performance in public sector organisations Source: Bass, B.M. & Avolio, B.J., (1996) Postscripts: Recent Developments for Improving Organisational Effectiveness, Sage

Emotional intelligence: using self-awareness to lead better SELFOTHERS RECOGNITION & AWARENESS MANAGEMENT & REGULATION SELF AWARENESS RELATIONSHIP MANAGEMENT SELF MANAGEMENT SOCIAL AWARENESS Effective Contextual Leadership

A new style of leadership Leadership CreativityCharmCourage