Making the link between the principles of effective leadership and mediation skills?
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Transcript of Making the link between the principles of effective leadership and mediation skills?
Making the link between the principles of effective leadership
and mediation skills?
Claire MaxwellDegree Programme Director/
Clinical Senior LecturerPost Grad Clinical Leadership
Newcastle UniversityApril 2014
IntroductionsName, role & organisationOne word to describe what
‘leadership’ means to you?
So - differing perspectives!
‘Seeing’ and ‘feeling’ leadership?
• Complex & multidimensional• Difficult to define or indeed
understand!
• Context specific• NHS, Education, Armed Forces……..
• Despite complexity – we usually know when we see it or feel it!
• Always know when its poor/ ineffective!
Main principles of effective leadership?
Principles of ‘effective’ leadership
Psychological theories view leadership as a
social influence process – influencing
followers to group goals
Business-orientated models place
emphasis on the leadership of organisational
functions
The ‘How’ & ‘What’ of LeadershipKaiser et al (2012)
Organisational ‘What’ = vision,
horizon scanning, strategy, goals,
systems, innovationInterpersonal
‘How’ = behaviour,
connection to others, emotional
intelligence, authenticity,
integrity
The ‘how and ‘what’ of leadership…
Which is the most important??
The Apple Paradox
The question of leadership!Three key questions:
1. Why should we look at leadership?
2. Why is it important?3. How does it differ to
management?
1. Why should we/you look at leadership?
(In context of HE/FE)
Why look at leadership?
Changing environment/ culture
Focus on funding/ financial issues
Competition from other
universities/colleges
International market
New business elements introduced
2. Why is it important?
Why is it important?
Survival!!
Change management
Engagement of staff
Student/learners ‘journey’
Research & teaching quality
Performance indicators
3. How does leadership differ from management?
Leaders v Managers (Bennis 1998)
ManagerHas their eye on the
bottom lineRelies on controlAdministersMaintains Has a short-range
viewAsks how and whenAccepts the status
quoDoes things right
LeaderHas a vision & their
eye on the horizon Inspire trust InnovateDevelop othersHas a long range
perspectiveAsk what and whyChallenges the status
quoDoes the right thing
The biggest difference?
Biggest difference between a leader and a manager rests on the status quo
“managers are willing to live with it and leaders are not” (Warren Bennis 1998)
Culture & Context of Education
Environment of
constant change
Significant amount of
change managem
ent
Staff coping with
change – loss and
grief
John Fisher’s Model of Transition
(2012)
Coping with workplace change
So – surely effective leaders need to have excellent mediation skills!
Leadership AND Mediation skills
Mediation AND Leadership skills
Leadership and Mediation skills
Effective Leaders need:
Strategic understanding & vision
People skills & empath
y
Authenticity &
integrity
Emotional intelligence
& influencing
skills
Excellent
communication
Change manage
ment skills AND
excellent mediation skills!
Culture of collaboration and engagement
“ like good leaders, good mediators motivate people to work through difficult problems in order to achieve particular goals”(Hoffmann 2009)
Styles of Leadership in HE/FE?
Distributed Leadership
One definition…..
“The NHS needs people to think of themselves as leaders not because they are personally exceptional, senior or inspirational to others, but because they can see what needs to be done and can work with others to do it”
(Prof Kim Turnbull James 2011)
From Heroes to Teams………
Research suggests
‘Great Man/
Heroic’ approac
h to leadersh
ip – outdated
Organisations to
survive – need more
transformational approac
hes
Leader as Coac
h
Distributed leadership
Encouraging effecti
ve ‘self-
leadership’
Effective
teamwork
How easy can that be?!
Herding Cats??
Leadership Dilemmas
Nothing is black and
white
Working in ‘grey’
Constant dilemmas/ conflicts
Need tenacity & resilience
Courage and self efficacy
Strong networks
& support
Strong networks & supportive culture
How can we ‘measure’ culture?
‘Culture Barometer’
Culture is easier to ‘smell’ than it is to measure!
Edgar Schein - Culture & Leadership
“The bottom line for leaders is that if they do not become conscious of the cultures in which they are embedded, those cultures will manage them. Cultural understanding is desirable for all of us, but it is essential to leaders if they are to lead.”
(Edgar Schein 1992)
Mediators as part of this network?
Mediators to support and challenge?
Steven Covey
Argues the single most important behaviour for maintaining successful work relationships is to: "seek to understand" before "seeking to be understood"
Self - Leadership
“Its hard to lead others if you don’t know how to lead yourself, and you cant lead yourself without the right tools!”
(Blanchard 2014)