Heriot-Watt University Leadership Excellence … University Leadership Excellence Programme Dr Robin Henderson [email protected]

Heriot-Watt University Leadership Excellence Programme

Dr Robin Henderson

[email protected]

Programme objectives

• Have a better understanding of your default leadership behaviours and how you can choose to modify your behaviour dependent upon the leadership situation.

• Have enhanced communication and influencing skills to support you to lead more effectively.

• Be able to support your team through a coaching led management style.

• Understand the necessary behaviours to bring about change.

• Have developed strategies to support you and your team be more resilient.

Programme outline

• Workshop 1: Who am I as a leader?

• Workshop 2: Communication skills for leadership.

• Workshop 3: Enhancing the performance of your team.

• Workshop 4: Leading teams to bring about change.

• Workshop 5: Resilient leadership.

Unconsciously Incompetent

Consciously Incompetent

Consciously competent

Unconsciously competent

Programme themes

Coaching – 2 to 3 sessions

Learning Sets

Today

• Introductions and programme expectations.

• Formation of learning sets.

• Leadership at Heriot-Watt University.

• What is leadership and what does it mean in the higher education context?

• Understanding the leadership contract with your team.

• What is my approach to leadership?

– FIRO Element B.

– 360 degree feedback.

Learning sets

In groups discuss:

• Your objectives for the programme.

• The leadership challenges that you are currently facing.

• What elements of commonality are there?

The “perfect leader”

• Honest (88%)‏

• Forward looking (71%)‏

• Competent (66%)‏

• Inspiring (65%)‏

• Intelligent (47%)‏

• Fair-minded (42%)‏

• Broad-minded (40%)‏

• Supportive (35%)‏

• Straightforward (34%)‏

• Dependable (33%)‏

• Cooperative (28%)‏

• Determined (24%)‏

• Imaginative (23%)‏

• Ambitious (21%)‏

• Courageous (20%)

• Caring (20%)‏

• Mature (17%)‏

• Loyal (14%)‏

• Self-controlled (8%)‏

• Independent (6%)‏

Characteristics

Source: Kouzes & Posner, The Leadership Challenge (2002)

Leadership vs Management

Leaders Managers

Have followers

Set a direction

Power through influence and trust

Take risks

Break rules

Persuade by selling

Are passionate

Focus on change

Have subordinates

Plan and budget

Power from formal authority

Minimise risk

Make rules

Persuade by telling

Look for control

Focus on stability

Sources: Practical Management, Leadership vs Management, http://bit.ly/pN6cf5 “What do leaders really do” J.Kotter, Harvard Business Review, 2001

“Management is doing things right;

leadership is doing the right things.” Peter Drucker & Warren Bennis

“You manage things; you lead people.” Grace Murray Hopper

Situational Leadership

Source: Hersey, P. and Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23 (5), 26–34.

Action Centred Leadership

Source : Adair, Action Centred Leadership (1979)

Task

Team Individual

The “perfect leader in higher education”

Psychological contract

Explicit contract

Implicit contract

Exploring your leadership style FIRO Element B

Receive Want to receive

Do Want to do

Inclusion Control

Openness

Source: FIRO: A Three-Dimensional Theory of Interpersonal Behavior. Schutz, 1958 More info at: http://en.wikipedia.org/wiki/Fundamental_Interpersonal_Relations_Orientation

Inclusion

• I am comfortable working alone.

• I enjoy my own company.

• I prefer working in smaller groups

to larger groups.

• I am careful and considered with

whom I involve.

• I could be seen as detached by

some people.

• I make an effort to include people.

• I participate enthusiastically in

social and group activities.

• I initiate contact and

conversations.

• I may be uncomfortable working

alone.

• I could be seen as intrusive by

some people.

Control

• I respect other people's right to make their own choices.

• I empower others to make their

own decisions.

• I prefer that others take

responsibility for themselves.

• I expect others to organise

themselves.

• I am tolerant of different

approaches and methods.

• I take charge when I am with people.

• I set up structures, policies and

targets.

• I make plans and organise

people.

• I am confident in making

decisions for others.

• I may be seen as competitive by

some people.

Openness

• I am private and business like.

• I develop relationships gradually.

• I am close to a few carefully

chosen people.

• I like to keep my work and social

life separate.

• I am cautious about opening up

to people.

• I may be seen as unemotional by

some people.

• I am open warm and friendly.

• I readily trust others.

• I have many friends that I am

close to.

• I open up to people quickly.

• I am open in expressing how I

feel.

• I may be seen as overly

emotional by some people.

What are the impacts of these different styles on leadership?

360 degree feedback

What are your key learnings?

Resources

Programme specific website with references, resources and copies of course materials@

http://www.myconsultants.net/hwlep.php