1. Combined Leadership: what could possibly go wrong? Catherine Staite

2. Leadership of devolution  Why is it so important? –Accountability –Engagement –Scale of ambition –Consequences of failure –Complexity –Diversity of partners and interests

3. jobsenvironmentsafety educationhealthcare infrastructure

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5. Ideas of leadership over time: traits and ‘great man’ theory

6. Traits Context Trans - formative Emotional Intelligence Whole Systems Individual Collective 18601960198019902000

7. Ideas of leadership over time: context and situations

8. 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 Leadership in different contexts and situations Ken Blanchard

9. Ideas of leadership over time: from transaction to transformation

10. Kotter’s Transactional and Transformational Leadership Transactional (Management) Transformational (Leadership) Creating Agenda Planning and Budgeting Developing a plan – a detailed map of how to achieve results Establishing Directions: Developing direction – a vision which describes a future state and strategy Developing HR Organising and Staffing Which individual best fits each job and what part of the plan fits each individual Aligning People: A major communication challenge getting people to understand and believe the vision ExecutionControlling and problem solving Monitoring results: identifying deviations from the plan and solving the ‘problems’ Motivating and inspiring: Satisfying basic human needs for achievement, belonging, recognition, self-esteem, a sense of control OutcomesProduces degree of predictability and order Produces changes – often to a dramatic degree

11. Ideas of leadership over time: Emotional Intelligence

12. Goleman’s Six Leadership Styles: applied emotional intelligence CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching The leader’s modus operandi Demands immediate compliance Mobilises people toward a vision Creates harmony and builds emotional bonds Forges consensus through participation Sets high standards for performance Develops people for the future The style in a phrase “Do what I tell you” “Come with me”“People come first” “What do you think?” “Do as I do, now” “Try this” Underlying emotional intelligence competencies Drive to achieve, initiative, self-control Self-confidence, empathy, change catalyst Empathy, building relationships, communication Collaboration, team leadership, communication Conscientious ness, drive to achieve, initiative Developing others, empathy, self- awareness When the style works best In a crisis, to kick start a turnaround, or with problem employees When changes require a new vision, or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long- term strengths Overall impact on climate NegativeMost strongly positive Positive NegativePositive Goleman, D. (2000), Pg 82-3, Leadership That Gets Results, Harvard Business Review (Reprint R00204)

13. Ideas of leadership over time: systems leadership

14. Leadership in complex systems “The difference between linear and complex adaptive systems is the difference between throwing a rock and throwing a bird” Jake Chapman, “Systems failure” “The most common leadership failure stems from attempting to apply technical solutions to adaptive challenges” Ronald Heifitz

15. System Leadership Focus on purpose, users, benefits Saying ‘yes to the mess’; experiments; diversity; different perspectives; curious Encouraging connections, conversation, relationships, building networks/coalition Challenging habits and assumptions; Reducing power differentials – those who do the work – do the change Containing anxiety Far from certainty Far from agreement Close to agreement Near to certainty Ordinary Management Technical/rational decision making Simple structures Effective procedures Monitoring/co-ordination Providing direction Technical problems v. adaptive challenges Systems Leadership Purpose, users and benefits Curiosity, experiments, diversity Connections, conversations, networks, coalitions Challenging assumptions Reducing power differentials Containing anxiety

16. Traits Context Trans - formative Emotional Intelligence Whole Systems Individual Collective 18601960198019902000

17. Ideas of leadership over time: do we need a ‘great man’ or an adaptive system?