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Professor Alma Harris
Institute of Educational Leadership
University of Malaya
Uplifting Leadership: Your Performance, Your People and Yourself
The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low and achieving our mark.
Michelangelo
The paradox of organizational success
What got you there won’t keep you there.
It is no longer enough to respond to change –organisations must design change or be left behind
High Performance
Will not occur without some change in leadership or leadership practice
Organizational Improvement &
Sustainability
Leadership a key lever of high organisational performance.
Successful organisations have widely and carefully distributed leadership (Leithwood et al, 2009; Hargreaves, Boyle and Harris, 2014)
Effective leaders grow and manage other leaders
Leadership: What we Know
We need to know what type of leadership will transform and sustain organisational learning?
Peter Senge, (2006)
In a world of global networks, we face issues for which top down leadership is inherently inadequate
So Leadership Matters
What type of leadership transforms organisational performance and sustains outcomes?
But
12
Action v Interaction
Level 1 Capable individual
Level 2 Team manager
Level 3 Competent manager
Level 4 Effective Leader
Level 5 Executive
Channel ego needs away from themselves
Focus on larger goals
Are ambitious for their institution and not themselves
Widely distribute leadership
Level 5 Leaders
An organisation cannot flourish – at least, not for long – on the actions of the top leader alone. ……. many leaders are needed at many levels. (Fullan, 2002)
Leadership Capacity
Implication
A shift away from vertical, hierarchical, role based leadership to a lateral, capacity building model.
What does leadership look like in different sectors?
What lessons can we learn from high performing organizations and the way they are led?
But
3 Sectors: Business, Sport and Education
(Hargreaves and Harris, 2010)
School Heads, Asst HeadsTeachers, TA's
StudentsAdministrative Staff
9 SitesPrimary & Secondary
LEA's
EducationUK
CEOsVP's, DirectorsMid-managersFront line staff
5 SitesMedium to large companies
BusinessUK, USA, & Italy
Directors, ManagersCoaches
Consultants
4 SitesProfessional & amateur
sports teams
SportUK, Australia, & Ireland
“My job as CEO is not to make
business decisions - It’s to push
managers to be leaders.”
Fiat
Cricket Australia
SHOEbuy.com
Findings
More Similarities than Differences
Context Shaped but did not define Leadership practice
High Performance Leadership has certain common features
Creativity and Counter-flow
Measuring with Meaning
Measure
What you value
Share your targets
Be transparent
Interpret Evidence Intelligently
Make your metrics meaningful
Sustainable Growth
Collaborating And Competing
Leadership in High Performing Organisations (Hargreaves, Boyle and Harris, 2014)
Competition AND Collaboration
1: The Fallacy of Speed
2: The Fallacy of Replacement
3: The Fallacy of Numbers
4: The Fallacy of Prescription
5: The Fallacy of Competition
5 Myths about Change
Uplifting Your People
Uplift Your People
Know your people
Draw best out of them
Build Trust
Convert Weakness into Strength
How?
Distributed leadership (Harris 2008)
Leadership shared and extended within and between and across organizational boundaries:
Distributed leadership is exercised by a range of people within an organization, extending to those with no formal leadership status in the hierarchy.
37
What is distributed leadership?
Distributed Leadership Matters
(Harris, 2014)
Expertise not position
Distributed accountability
Distribution is non permanent
Changing roles and responsibilities
Leadership as practice
38
So does DL make a difference?
(Harris 2008)
Improved organizational outcomes
Improved organizational learning
Improved staff morale and self efficacy
40
“Without stones, there is no arch.” – Marco Polo
What Does High Performance Leadership Look Like in Different Countries?
New Leadership Study
7 System Leadership
Contact
Website
Terima TerKasih
TERIMAH KASIH
Professor Alma Harris (Director Institute of Educational Leadership, University of Malaya)
Q and A