1. Releasing Potential Programme
Su Fowler-Johnson, Director
Claire Harris, Associate Partner

2. Housekeeping
Fire Food Facilities

3. Ground rules
Hopes
Fears

4. Leading Change Aims and objectives:
That the behaviour of individuals and groups is fundamental to successful organisational change.
That we can only change/influence behaviour if we understand the behaviour and the process of change.
How people respond to change.
Key tools and techniques for managing change, e.g. force field analysis, Lewin’s 3-step model, the coping cycle and the SMART approach.
That participation and choice are key to successful change. 
To be able to manage better your own and other people’s behaviour.
To be more confident and effective in planning and managing change.

5. Today!
“Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it.”
Winnie-the-Pooh
A.A. Milne

6. Change
“ If you always do what you’ve always done, you’ll always get what you’ve always had.” Mark Twain

7. Public Sector Context Change Drivers in UK public services
Global politics, economics and the environment (e.g. reduction in public spending, climate change, terrorism, oil prices)
Social and demographic changes (e.g. ageing population, population growth)
Increasing consumer sophistication and demand (e.g. care on demand, internet “self diagnosis”
Changes in funding mechanisms (e.g. need to control costs and therefore free access to all types of treatment, comprehensive spending review)
The “possibilities explosion” in life sciences, pharmacology and biotechnology (e.g. radical changes in prevention, diagnostic, and treatment options – artificial body parts, robotic surgery and gene therapy) Sources WHO, BMA,NHSNW

8. Managing diverse and complex business relationships
Multiple commissioners
Multiple accountabilities and targets
Diversity of patient and user needs
Managing other stakeholders e.g. MPs, CQC, Monitor

9. Understanding your context
Political factors
Economic influences
Social trends
Technological advances/ innovations
Environmental factors
Legal requirements
Industry specific analysis

10. Whistle stop tour Leadership theories

11. Key leadership models and theories
Trait leadership : ‘great man’ or heroic
Transactional leadership
Transformational leadership
Situational leadership
Emotional intelligent leadership
Adaptive leadership
Pace setting

12. Trait theory Assumptions People are born with inherited traits
Some traits are particularly suited to leadership
People who make good leaders have the right (or sufficient) combination of traits
Typically, leadership traits include ambition, decisiveness, persistence, stamina, determination, self-confidence...

13. Transactional leadership
Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.
The prime purpose of a subordinate is to do what their manager tells them to do.

14. Transformational leadership
Assumptions
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Not only organisations, but also followers will be transformed

15. Transformational vs. transactional
Style – selling
Creating the vision
Selling the vision
Finding the way forward
Leading the charge
Style – telling
Creating clear structures
Negotiating the exchange
Allocating the work
Monitoring progress and achievement

16. Situational leadership
Flexibility in style
Delegating
Supporting
Coaching
Directing
Followers
Development level
Enthusiastic beginner
Disillusioned learner
Capable but cautious
Self reliant achiever

17. Blanchard’s Model SUPPORTING Low Task High Relationship COACHING
Self-Reliant Achiever
Capable but Cautious
Disillusioned Learner
Enthusiastic Beginner
SUPPORTING
Low Task
High Relationship
COACHING
High Task
High Relationship
DELEGATING
Low Relationship
Low Task
DIRECTING
High Task
Low Relationship

18. What does it mean to be a follower
Lone nut

19. Adaptive Leadership

20. Pace Setting

21. Table discussion Is there a dominant leadership style...
In your organisation?
In your profession/area of work?
In yourself?
There may be a hybrid of styles and approaches
What do you think the key influences on leadership style are?