Presentation is loading. Please wait.

Presentation is loading. Please wait.

The emotional cornerstone of transrelational leadership

Similar presentations


Presentation on theme: "The emotional cornerstone of transrelational leadership"— Presentation transcript:

1 The emotional cornerstone of transrelational leadership
Dr Christopher M. Branson Professor of Educational Leadership Director of Catholic Leadership Studies La Salle Academy Australian Catholic University

2 What do we learn from Ben Zander’s way of leading?
Conductor of the Boston Philharmonic Orchestra

3 We have called this “Transrelational Leadership”
“Leadership praxis that moves others, the organisation, and the leader to a far more effective level of functioning by means of relationships.” Branson, C.M., Franken, M. & Penney, D. (2016). Reconceptualising middle leadership in higher education: a transrelational approach. In J. McNiff (Ed.), Values and virtues in higher education research: Critical perspectives. Abingdon, OX: Routledge.

4 Core Components Be an authentic member of the ‘group’
Champion the ‘group’ Enhance the ‘group’s’ capacity Align the ‘group’ to its external reality

5 Leadership Re-conceptualised
Branson, Marra, Franken and Penney (2018). P. 64

6 Changing Leadership Expectations
In the past those who worked in the organisation were chiefly considered as factors of production and profit, a different perspective is now required. Now, the onus is upon leaders to carefully nurture and skilfully manage the human resource within the organisation by focussing on such things as relationships, interpersonal skills, psychological commitment, communication, empowerment, teamwork, trust, participation and flexibility. (Wheatley, 2006).

7 Deloitte’s 2017 Organisational Trends

8 7 Principles of Contemporary Leadership
Leadership is a relationship - the cornerstone of leadership is the reciprocal and dynamic relational process formed between the appointed leader and those to be led. Leadership is contingent - being appointed to a leadership position does not make the person a leader because the person must be first accepted as the leader which comes from becoming trustworthy. Leadership is inclusive - it seeks to enhance the engagement of others in all its activities. Leadership is particular – not everyone can be a leader because a leader must be able to relate to all and not just to those that they automatically like. Leadership is specific - it has very specific expectations placed upon it by those to be led. Leadership is selfless - it is other-orientated because its fundamental aim is to engender meaning and purpose in the hearts and minds of all so as to create organisations where people thrive. Leadership is ethical - people want their leaders to bring some form of certainty and order to their world by being completely trustworthy.

9 Real Leadership Power Branson, Marra, Franken and Penney (2018). P. 93

10 The Different Ways to Lead
Transactional Transformational Transrelational Exclusive Top-down Control Controlled Involvement Outcome Focussed Leader as Expert - inflexible Logical-sequential Process Hierarchical Leadership Technical-rational learning Attention to skill Impersonal Outlook Productivity Accountability Loyalty Inclusive Bottom-up Influence Meaningful Involvement People Focussed Flexibility Partnerships/Relational Shared Leadership Organisational Learning Attention to Capacity Review/Reflection Adaptability Celebratory Engagement Engaging Emergent Influence Purposeful Involvement Future Focussed Shared Expertise - Discovery Inter-Relational/Networks Interactive Leadership Holistic Learning Attention to Social Dynamics Imagination / Creativity Risk Taking Dialogical Trust

11 The Essential Role of Emotional Intelligence in Leadership today
Effective leaders in today’s organisational environment “are not those with the highest IQs but those who combine mental intelligence with emotional intelligence” (Fullan, 2004, p. 93) in order to create the most productive relational culture in which all can fully contribute and thrive. Such an understanding of leadership calls upon the leader to “create underlying senses of basic personal safety and emotional security, in which risk and creativity can flourish.” (Hargreaves, 2005, p. 285)

12 Emotion as the Heart of Leadership
Unquestionably, today’s leaders need emotional intelligence so as to be able to act inconsistently when uniformity fails, diplomatically when emotions are raw, non-rationally when reason flags, politically in the face of vocal parochial self-interest, and playfully when fixating on task and purpose backfires. (Bolman & Deal, 2008, p. 435)

13 Further Reading …… Branson, C.M., Marra, M., Franken, M., & Penney, D. (2018). Leadership in Higher Education from a Transrelational perspective. London: Bloomsbury


Download ppt "The emotional cornerstone of transrelational leadership"

Similar presentations


Ads by Google