1. 1 Importance of leadership and management in improving organizational performance Jennifer Astaphan, Executive Director,CARICAD November 2, 2009

2. 2 John C. Maxwell Personnel determine the potential of the organization Relationships determine the morale of the organization Structure determines the size of the organization Vision determines the direction of the organization But Leadership determines the success of the organization

3. 3 LEADERSHIP AND MANAGEMENT DEFINED Both are distinctive and yet complementary systems of action Management is about coping with complexity – multiple tasks, allocating resources Leadership by contract is about coping with change and inciting others into action The challenge is to combine strong management and effective leadership and use each to balance the other

4. 4 Management vs Leadership Management Planning and Budgeting Organizing and staffing Controlling and problem solving E.g. Gantt Charts, Action Plans, Day-to- Day Operations. Leadership Setting direction Aligning People Motivating and Inspiring E.g. Vision Statements, Organization Charts, Strategic Documents

5. 5 Managers vs Leaders MANAGERS Administer Maintain Control Short-term view Ask how and when Initiate Accept the status quo Do things right LEADERS Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status quo Do the right thing

6. 6 4 Critical Attributes of Leadership DECISIVENESS INTEGRITY COMPETENCE VISION

7. 7 CARIBBEAN/OECS HOW DO WE VIEW, DEFINE AND RECOGNISE LEADERSHIP IN THE CARIBBEAN/OECS?

8. 8 John Adair’s Model: TASK TEAM INDIVIDUAL Management and Leadership Skills

9. 9 Leadership and Management Skills Associated with High Organisational Performance LEADERSHIP –Peer skills –Interaction skills –Conflict resolution skills –Skills in unstructured decision making –Skills of introspection –Positive approach towards decisions –Effective communication skills –Delegate responsibility and authority –Immediate appreciation MANAGEMENT –Technical skills –Human skills –Conceptual skills –Decision-making skills –Interpersonal skills –Emotional Intelligence

10. 10 Characteristics of a High Performance Organization Trust, Respect & Fairness Open Communications Rewards & Recognition Learning & Development Teamwork & Involvement

11. 11 Leadership Traits Associated with High Organisational Performance Colin Powell (Former Chairman of the Joint Chiefs of Staff and Secretary of State)  Ability to Execute  Visionary  Proactive Communicator  Flexible  Challenges the status quo  Ability to Execute Jack Welch (Former CEO General Electric)  Ability to execute  Ability to energize others  The edge to make tough decisions  High energy

12. 12 ROADMAP FOR IMPROVING LEADERS Attributes x Results = Roadmap for Improving Leaders Demonstrate LEADERSHIP ATTRIBUTES Emanate personal character Master competencies Set Direction Building organizational capability Mobilize Individual commitment SSSSS Achieve RESULTS Customer Results Stakeholder Results Organizational Results Employee Results Adapted from Business e-coach 1000 Ventures.com

13. 13 Programmes to Assist Leadership Development Confidence building Skill development Creativity/visioning Competencies Monitoring results Communication Decision making Risk management Knowledge management

14. 14 Creating a Culture of Leadership Institutionalizing a leadership-centred culture Leadership at an early age Create challenging situation Getting everyone to act as a leader or owner

15. 15 Framework for Public Sector Modernisation Legal and Regulatory Environment Organizational Capacity Moderniz ation Strategy Factor Endowm ents General Orders Service Commissions Public Service Agencies Organizational Architecture: -Strategy -Structure -Systems -Styles -Shared Values -Staffing -Skills Styles of leadership Social Capital NGOs Participation Change and Transformation Human Capital Management and Development Country Acquired Assets Country Inherited Assets SERVICE DELIVERY EFFECTIVENESS

16. 16 Public Sector Performance Key Measures Possible sources for Key Success Indicators (KSI)/ Key Performance Indicators (KPI): Employee satisfaction surveys Customer satisfaction surveys Service delivery surveys Performance Management Doing Business indices (WB Doing Business in OECS 2007) Results of Bahamas survey

17. 17 Leading, Managing and Monitoring For Results Managing and communicating survey results Implementing and monitoring change Evaluating change

18. 18 Change, Transition and Transformation Introduction of ICT and eGovernment brings significant change Several components are required to transition governments to efficient, customer centric, high performance organizations

19. 19 LEADERSHIP “Leadership is not magnetic personality, that can just as well be a glib tongue. It is not “making friends and influencing people “ that is flattery. Leadership is the lifting of a person’s vision to higher sights, the raising of a person’s performance to higher standards, the building of a personality beyond its normal limitations.” Peter F. Drucker.