MANAGEMENT AND LEADERSHIP

1. The nature of Management

2. The nature of Leadership

3. Contemporary Perspectives on Leadership

4. Types of Leadership Styles

5. Leading, Managing and Developing People

6. The Manager who leads

7. Leadership Model

8. Leading/Skills for developing others

9. Leadership Theories

THE NATURE OF MANAGEMENT • All the organisations provide for the complex needs of the society –

mission/goals • All organisations, utilise the resources of the society namely: - Its people (with specific skills, knowledge, abilities) - Money (capital or financial resources) - Raw materials (physical resources) - Knowledge (information resources) • All these resources are combined to produce different products and services to

meet the needs of society • Organisations have financial and non-financial goals (retain staff) MANAGERS: • Plan and implement what has to be done to achieve mission and goals • Ensure success & sustainability of their organisations • Satisfy needs of society, which are the ever-increasing and ever-changing • Deploy scare resources to its disposal • Activate and guide the organisation

Functions:

Plan Organise Leading Control

Roles:

Decision-making Entrepreneurial

Social

Skills:

Technical Conceptual

Human Motivation to manage

THE NATURE OF

MANAGEMENT

Efficiency

(Inputs, output & outcomes)

TOP

(corporate) MIDDLE

(Business) FIRST-LINE

(Functional)

PLANNING - Determine WHERE org wants to be in future: vision, mission, goals and - establish strategies on how to achieve these goals - Develop long-term plans (5 – 10 year strategic Plan) – Top management - Translate strategic plans into tactical plans (medium-term )- Middle

management - Translate tactical plans in operational plans (shorter-term plans: weekly)–

First line management ORGANISING - Allocate or deploy resources to departments - Allocate resources to relevant departments - Define tasks, roles and responsibilities for each person to know expectations - Organisational structure – reporting lines: who, what, when , where decisions

will be taken - Organise and coordinate resources effectively - Directing various resources towards achievement of common goals. - Match the organisations structure to the strategies of the organisation

MANAGEMENT FUNCTION

LEADING - Influence and inspire people to work hard to achieve the organisational

objectives - Motivate people to be willing to work productively to reach organisational

goals - make use of influence and power to motivate employees to achieve

organisational goals CONTROL - Monitoring to ensure that work is done. - Monitor actual results against planned results - Constantly make sure that that the organisation is on the right course to reach

the goals. - Take corrective actions in cases of deficiencies to control the performance

Interpersonal role

* Figurehead (parties) * Leader

* Relationship builder * Good relations

Decision-making role

* Entrepreneur * Problem-solver

* Allocator of resources * Negotiator

Information role

* Obtain information * Share information

*Monitor trends * Analyser

* Spokesperson

MANAGERIAL ROLES

Use information to introduce

new ideas or products or

to restructure the organization.

Take decisions regarding availability

of resources and allocate equally

MANAGERIAL SKILLS AND COMPETENCIES

TECHNICAL HUMAN (INTER-PERSONAL) CONCEPTUAL

Ability to use specialised techniques & knowledge in complex situations to

achieve objectives

Ability to work well with others Show concern with their matters

Can you work in group, Encourage others

Ability to see org. as a whole External influences

Impacting on operations, thinking & planning

abilities

Top management (MD, Board) Lead the organisation as a whole

Have final authority and responsibility Determine vision, mission, over strategy, corporate level,

long-term planning

Middle management Responsible for departments, implementing strategic plans,

medium term planning, Monitor environmental influences, organise functional

areas Lower/first-line management

Responsible for various sections Deal with weekly, daily job activities

Size and structure of the Organisation play role in determining these levels

DIFFERENT LEVELS OF MANAGEMENT

ACTIVITY: CASE STUDY ON MANAGEMENT

We are not creating leaders – we are uncovering people’s

leadership capabilities and providing a path for them to put

their capabilities into practice (Joseph Dwyer)

THE NATURE OF LEADERSHIP

LEADING IS A MANAGEMENT FUNCTION

Organisations are made up of machines

&

PEOPLE

Give life to organisation Constitute intellectual value of organisation

Complex, but most important

Differ greatly, and has different perceptions, attitudes, behaviour, interest, culture,

Leading the employees towards vision and mission requires a complicated management activity namely

LEADERSHIP.

LEADER FOLLOWER ORGANISATION/SITUATION

REMEMBER THE DIFFERENCE BETWEEN

A BOSS AND A LEADER

A Boss says: “Go!”

A Leader says: “Lets Go!”

UNDERSTANDING THE CONCEPT OF LEADERSHIP • Process of influencing and directing the behaviour of others towards reaching

the mission and goals of organisation • Taking the lead to bridge the gap between formulating plans and reaching the

goals – it means translating plans in reality (plans by managers) • It involves influence people, giving orders, motivating people, managing conflict,

and communicating with subordinates • Creating conditions for a team to be effective • Ability to built teams • Induces a subordinate to behave in a desired manner • Management: direct the activities and performance of people to achieve the

mission and goals of organisation • Leadership: is the activity that infuses energy into the organisation to activate

its people and other resources to get things moving and keep them in motion.

• It entails formulating the vision, mission, strategic goals, and strategies and: - communicate it to the followers, giving orders and instructions to followers - supervise their work, improve performance, discipline them & deal with

conflict • Leader constantly implement change to improve performance • Leadership is influence of a leader on his/her followers • Good leadership involves looking at both sides of human nature (emotions of

employees – not only work • Thus good leadership must inspire people to action and touch their hearts and

minds

If you don’t have influence, you will never be able to lead others

(Maxwell)

It is not the position that makes the leader; it is the leader that makes

the position (Huffty)

COMPONENTS OF LEADERSHIP Authority The RIGHT of leader to give orders and to demand action from

subordinates

Power Ability of a leader to influence behaviour of others without necessarily using this authority

Influence Ability to apply authority and power in such a way that followers take action – to make personal sacrifices for the sake of organisation

Delegation Subdividing a task and passing part of the job to subordinate with the necessary authority to execute it

Responsibility and accountability

Leaders bear responsibility for performing a task and also account for their actions

• For good leadership and effective management of the organisation, the balance between leadership components should be maintained.

• Excessive authority might mean autocratic style, and demotivate staff members • Subordinates can accept responsibility and account, but only if task is delegated and they

are given enough right (authority)

TRUE MEASURE OF LEADERSHIP IS INFLUENCE- FOLLOWING ARE IMPORTANT:

CHARACTER (Who they are)

- Leadership begins with inner person - People can sense the depth of his/her character

RELATIONSHIP (Who they know)

- You are a leader only if you have followers, which requires development of relationships

- Deeper the relationship, the stronger the potential for leadership - Build right relationship with the right people

KNOWLEDGE (What they know)

- Have a grasp of facts, understanding dynamic factors and timing - Have vision for the future

INTUITION (What they feel)

- Ability to deal with intangibles such as energy, morale, momentum

EXPERIENCE (Where they have been)

- It encourages people to give you a chance to prove that you are capable

PAST SUCCESS (What they have done)

- Good track record - To help people believe in you

ABILITY (What they can do)

- What a leader is capable of - People want to know whether a person can lead them to victory

as their leader – if not they stop listening and following

JOHN MAXWELL ON LEADERSHIP

SOME CONTEMPORARY PERSPECTIVES ON

LEADERSHIP

Transactional leadership

• There are stable and ongoing situations, in which exchanges or agreements with followers are developed, pointing out what the follower will receive if they do something right or wrong

• Transactional approach last only as the needs of both leader and followers are satisfied by continuing exchange process

• It is a traditional way of management & transactional leaders do what

managers do: - Clarify the role of subordinates - Initiate structures - Provide appropriate rewards for achievements - Conform to norms and values of the organisations - Put emphasis on objectives and standards - Evaluation and correction of performance, policies and procedures • Such leaders direct and control in a stable structure having centralised

authority

Charismatic leadership

• Individuals with exceptional impact on their organisations are called “charismatic leaders”

• They have profound and extraordinary effects on followers • They have capacity to motivate people to do more than what is

normally expected of them • They motivate subordinates to transcend (exceed)their

expected performance • They arose sense of excitement in subordinates • Create atmosphere of change • Convinced of their own belief • Have emotional impact on subordinates

Transformational leadership

• Similar to charismatic, but they have special ability to bring innovation and change

• Take organisation through major strategic changes • Ability to make successful changes in organisation’s vision, mission,

its goals, strategies, structures, culture, reward system etc. • This leadership is most appropriate in dynamic situations • They are the “Change Masters” and align their organisations with

ever-changing environment • They just “make change happen” • There are 7 key leadership skills describing the actions of effective

transformational leaders

Tune in to their organisations environment and sense needs, opportunities and dangers

- They are people with intellectual curiosity who ask questions about possibilities and establish sense of urgency

They think in Kaleidoscopic way - They look at the pattern, challenge the pattern by shaking the kaleidoscope

- Study the new pattern&find new possibilities - Challenge assumptions and conventional thinking to find new

solutions to old problems

Develop and communicate inspiring visions

- Inspire people with their ideals and offer better way for everyone – if they change and adapt to these ideals

- Give meaning to followers by providing them with a dream and goals

Build a coalition to support the change

- Change can only happen with and through other employees

Turn dreams (changed visions) into reality by nurturing & supporting their coalitions

- Let followers take the vision & move ahead with it - Give the followers ownership of tasks, set rules, provide

resources needed and reward them for their performance

Drive change process - by pushing and overcoming obstacles

Leaders make heroes - They share credit for success - They give recognition to their followers

Dynamic engagement • It is when leaders get the extraordinary things done • Fundamental practices and behaviours of exceptional leaders:

(Think about Nelson Mandela)

- Challenging the process: search opportunities, experiment and take risk (He challenged apartheid system and use every opportunity to change it)

- Inspiring a shared vision, envision future and enlist others: (His vision of democracy and make opponents members of his “Rainbow Nation”)

- Enable others to act: foster collaboration and strengthen others (He created enabling environment by moving SA towards “Black Majority Rule”)

- Modelling the way: set the example and plan small wins (He emerged as the worlds most significant moral leader and set example for reconciliation)

- Encouraging the heart: recognise individual contribution and celebrate accomplishments. (He constantly encouraged all to become part of his vision of one nation and give credit where it is due)

ATTRIBUTION THEORY

Leaders seek proof or reasons why subordinates

act in a certain way and

then modify their behaviour

to guide their followers

SUBSTITUTES FOR LEADERSHIP

Refers to “internal factors that influence both job satisfaction and performance of subordinates”

Leader’s role is also replaced and neutralised by the traits of followers (e.g. experience and professionalism of nurses and doctors do not allow them to wait for orders from someone in emergency cases in hospitals)

These factors are subordinates ability, experience, need for independence, professionalism, reward system etc.

ACTIVITY

Types of Leadership Style AUTOCRATIC:

– Leader makes decisions without reference to anyone else – High degree of dependency on the leader – Can create de-motivation and alienation of staff – May be valuable in some types of business where decisions need to be made

quickly and decisively

DEMOCRATIC: • Encourages decision making from different perspectives – leadership may be

emphasised throughout the organisation – Consultative: process of consultation before decisions are taken – Persuasive: Leader takes decision and seeks to persuade others that the

decision is correct – May help motivation and involvement – Workers feel ownership of the firm and its ideas – Improves the sharing of ideas

and experiences within the business – Can delay decision making

LAISSEZ-FAIRE: – ‘Let it be’ – the leadership responsibilities are shared by all – Can be very useful in businesses where creative ideas are

important – Can be highly motivational, as people have control over their

working life – Can make coordination and decision making time-consuming and

lacking in overall direction – Relies on good team work – Relies on good interpersonal relations – Relies on high emotional intelligence and high level of maturity

PATERNALISTIC: • Leader acts as a ‘father figure’ • Paternalistic leader makes decision but may consult • Believes in the need to support staff • Organisational power is used to control and protect subordinate staff

that are expected to be loyal and obedient.

Theories of Leadership BEHAVIOURAL: • Imply that leaders can be trained – focus on the way of doing things • Structure based behavioural theories – focus on the leader instituting

structures – task orientated • Relationship based behavioural theories – focus on the development and

maintenance of relationships – process orientated

CONTINGENCY THEORIES: • Leadership as being more flexible – different leadership styles used at

different times depending on the circumstance. • Suggests leadership is not a fixed series of characteristics that can be

transposed into different contexts

TRANSFORMATIONAL: – Widespread changes to a business or organisation

• Requires: – Long term strategic planning – Clear objectives – Clear vision – Leading by example – walk the walk – Efficiency of systems and processes

TRANSACTIONAL : – Focus on the management of the organisation – Focus on procedures and efficiency – Focus on working to rules and contracts – Managing current issues and problems

LEADING PEOPLE (SELF-STUDY)

• Leadership defined • Leadership theories • What leaders do • Leadership styles • Types of leaders • Qualities of good leaders • Leadership development • Effective leaders

This information is very useful. Read

Armstrong, M. (2012)

LEADING, MANAGING & DEVELOPING PEOPLE

MANAGING PEOPLE • MANAGEMENT DEFINED: - Process of making things happen - Managers define goals (setting goals/objectives = planning) - Determine and obtain resources required to achieve the goals - Allocate the resources to opportunities and planned activities - And ensure that those activities take place as planned (strategies/approaches) - In order to achieve predetermined objectives • MANAGEMENT DESCRIBED AS: - Getting things done through people by exercising leadership - Make effective use of resources available to them - Plan, Organize, Control and Lead

PURPOSE AND ROLE OF MANAGEMENT • Satisfy stakeholders • Making profit and create value for shareholder (private sector) • Produce and deliver valued products/services at reasonable cost for

customers (private sector) • Effective service delivery to the community (public sector) • Exercise social responsibility and provide rewarding employment and

developing opportunities for employees (In all sectors)

Dynamic, life-giving element in every business Get results through effective operations Manage people, time and resources Accountable for attaining goals Plan, organise, motivate (lead) and control Ability to cope with conflicting and unclear requirements They are doers and deal with events as they occur Develop sense of purpose and framework for defining intentions and

future directions as strategic thinkers Involve in process of strategic management

STRATEGIC MANAGEMENT - It is a process – a process of strategy making in order to present actions for future - Taking a broad and long-term view of where the business is going - Deciding what business the company will be in - Forming strategic vision of where the organisation needs to be headed

Strategy - Declaration of intent which set out the approach selected to achieve define d goals in the future

- Pattern of actions to achieve objectives - Deciding where you want to go and how you will get there

Core competencies and distinctive capabilities

- Describing what the organisation is capable of doing - Technology, innovation, marketing, delivering quality

Resource-based view

- Strategic capability of an org depends on its resource capability - Anything that has an enabling capacity for competitive advantage

Strategic fit - A way of achieving competitive advantage - Placing the firm in strong competitive position - Match capabilities to resources and opportunities available in external

envi

Strategic capability - Ability of organisation to develop and implement strategies to achieve sustained competitive advantage

- Capacity to select most appropriate vision, match resources to opportunities, to prepare and implement strategic plans

DEVELOPING PEOPLE (provide people with learning opportunities to acquire knowledge, and

skills needed - to achieve life long learning)

Learning & Development

Aim is to ensure that people acquire and develop knowledge, skills &

competencies needed

Learning Development Training

Means by which people acquire skills, knowledge, capabilities, attitudes &

behaviours

Ensuring that a persons ability & potential are

grown & realized through self-directed learning

Application of formal processes of instruction &

practice to impart knowledge

MANAGER WHO LEADS SHIFT YOUR MINDSET (Mansour et.al)

TO BECOME A MANAGER WHO LEADS: - Shift your mindset gradually toward seeing yourself as someone who:

mobilizes and empowers others to create the future

TO SHIFT YOUR MINDSET: - It is critical to know your values, because they will influence the kind of future

you can create and will guide and sustain you on your journey. A MINDSET is a habitual way of INTERPRETING and RESPONDING to situations.

Insanity is doing the same

thing over and over again and expecting different results

(A. Einstein).

• Managers should tap into their natural abilities to lead others to achieve goals/objectives

• Managers should learn how to create a shared vision of a better future and mobilize individuals, teams and entire organisations to make a difference

• It means that leaders are not separated from managers • Thus improvements can be made by managers who lead and who manage well • Good leadership and management must be practiced at every level of the

organisation • Leadership practices improve through a process of facing challenges and

receiving feedback and support • Becoming a manager who leads is a process that takes place over a time • It is important to integrate leadership and management practices into an

organisation’s routine systems and processes • Effective leadership, with good management is critical for all the organisations • If you want to lead, invest at least 40% of your time managing your ethics,

character, principles, motivation, and conduct (Dee Hock)

WHAT SHOULD A MANAGER DO TO BECOME A MANAGER WHO LEADS

• WHEN YOU MANAGE WELL: - You ensure that processes and procedures, staff, and other resources are used

in an efficient and effective manner - Managing develops reliable operations that serve staff in their efforts to reach

goals - As a result your organisation can consistently perform • WHEN YOU LEAD WELL: - You enable others to face challenges in creating the future you all envision - You help them to overcome obstacles that stand in the way of desired results - You encourage them to adapt to changing conditions - In time of crisis, people are empowered and aligned to move forward despite

the setbacks • IN THIS CONTEXT: • Leading means: mobilizing others to envision and realize a better future • Managing means: planning and using resources efficiently to produce

intended results.

HOW TO APPLY LEADING AND MANAGING PRACTICES

How will you improve your abilities to lead and manage for results?

Empower yourself and others to face

challenges

Link leading and managing to positive outcomes

Strengthen your leading and managing practices

Become skilled in using the leading and managing

practices and integrate them in your daily work.

What are these leading and managing practices?

LEADING MANAGING

Scan Plan

Focus Organize

Align/mobilize Implement

Inspire Monitor and evaluate

Improved work

climate

Improved management

systems

Improved capacity to respond to

change

RESULT:

Improved services

Core components of a well-functioning organisation: Work climate: what it feels like to work there – conditions related to staff motivation, positive climate Management systems: structures, processes and procedures managers developed to facilitate work, managers use systems to organise tasks and track progress in performing these tasks. Capacity to respond to change: Increased potential to anticipate and adapt to changing conditions in internal and external environments

RESULTS: Building organisation’s capacity to address challenges contributes to achieving results - it means better services that enhance outcomes.

IMPORTANT QUESTIONS (LEARNING OUTCOMES):

How will you strengthen your leading and

managing practices?

In leading and managing, what are the specific

behaviours you can use in many different

situations to improve organisational

performance and sustain performance over a

time?

What are the activities and organisational

outcomes associated with each leading and management practice that would enable you to see the value and expected result of integrating these

practices into your daily work?

Looks at the use of action verbs describing the behaviour

LEADING

Scanning Organisational Outcome:

- Identify client/stakeholder needs and priorities - Recognize trends, opportunities and risks that affect the

organisation - Look for best practices - Identify staff capacities and constraints - Know yourself, your staff and your organisation (values, strengths,

weaknesses) Managers have up-to-date knowledge of their clients, organisation, and its context & how their behaviour affects others

Focusing Organisational Outcome:

- Articulate organisations mission and strategy - Identify critical challenges - Link goals with overall organisational strategy - Determine key priorities for action - Create common picture of desired results Organisation's work is directed by well-defined mission, strategy and priorities

STRENGTHENING YOUR LEADING PRACTICES - BEHAVIOURS AND ORGANISATIONAL OUTCOME

LEADING Aligning/ mobilizing Organisational Outcome:

- Ensure congruence with values, mission, strategy, structure, systems and daily actions

- Facilitate teamwork - Unite key stakeholders around an inspiring vision - Link goals with reward and recognition - Enlist stakeholders to commit resources Internal & external stakeholders understand & support the goals of organisation and mobilize resources to reach these goals

Inspiring Organisational Outcome:

- Match deeds to words - Demonstrate honesty in interactions - Show trust and confidence in staff, acknowledge the

contributions of others - Provide staff with challenges, feedback and support - Be a model of creativity, innovation and learning Organisation displays a climate of continuous learning and staff shows commitment, even if there are setbacks

STRENGTHENING YOUR LEADING PRACTICES - BEHAVIOURS AND ORGANISATIONAL OUTCOME

MANAGING Planning Organisational Outcome:

- Set short-term organisational goals and performance objectives - Develop multi-year and annual plans - Allocate adequate resources (money, people and materials) - Anticipate and reduce risks Organisation has defined results, assigned resources and operational plan

Organizing Organisational Outcome:

- Ensure a structure that provides accountability and delineates authority

- Ensure that systems for HRM, finance, logistics, operations, quality assurance, marketing etc. supports the plan effectively

- Strengthen work processes to implement the plan - Align staff capacities with planned activities Organisation has functional structures, systems and processes for efficient operations. Staff are organised and aware of job responsibilities and expectations.

STRENGTHENING YOUR LEADING PRACTICES - BEHAVIOURS AND ORGANISATIONAL OUTCOME

MANAGING

Implement-ting Organisational Outcome:

- Integrate systems and coordinate work flow - Balance competing demands - Routinely use data for decision-making - Coordinate activities with other programs and sectors - Adjust plans and resources as circumstances change Activities are carried out efficiently, effectively and responsively

Monitoring & Evaluation Organisational Outcome:

- Monitor and reflect on progress against plans - Provide feedback - Identify needed changes - Improve work processes, procedures and tools Organisation continuously updates information about the status of achievements and results, and applies ongoing learning and knowledge

STRENGTHENING YOUR LEADING PRACTICES - BEHAVIOURS AND ORGANISATIONAL OUTCOME

LEADING PRACTICES • Scan • Focus • Align/mobilize • Inspire

INTERGRATION OF LEADING & MANAGING PRACTICES

(Remember each practice has BEHAVIOURS and an ORGANISATIONAL OUTCOME)

MANAGING PRACTICES • Plan • Organise • Implement • Monitor/evaluation

THE MAIN CONCERN/QUESTIONS IS: HOW THESE (LEADING & MANAGING) PRACTICES COULD BE INTERGRATED

INTEGRATE LEADING AND MANAGING PROCESS

• It implies lead and manage simultaneously • Accomplished managers move fluidly between leading and

managing to support their teams to face challenges and achieve results

• Facing challenges requires you to scan, focus and plan • After scanning your environment, identify challenges • Focus on a few priority of challenges & make a plan to address them • Then, align and mobilize your stakeholders, staff and resources • Then organise your team and the work and implement the plan • Throughout the process , inspire the group by enabling them to act

on their commitment, creativity and learning • Monitor and evaluate progress by setting baseline measurement • Collect and use the data to track improvements • See the illustration on the next slide

Scan

Focus

Plan

FACE

CHALLENGES

ACHIEVE RESULTS

Align/ Mobilize

Implement

Organize

Inspiring

Monitoring & Evaluation

BUILDING LEADERSHIP COMPETENCIES

Competency Application

Master yourself - Reflect on yourself and be aware of your impact on others - Manage your emotions effectively - Use your strengths and work on your shortcomings

See the big picture Look beyond a narrow focus to take into account conditions outside your immediate area of work

Create a shared vision Work with others to envision a better future and use this vision to focus all your efforts

Clarify purpose & priorities Know your own values and what is most important to accomplish

Communicate effectively Hold conversations focused on outcomes, balance advocacy with inquiry and clarify assumptions, beliefs, and feelings within yourself and others

Motivate committed teams Create clarity, trust and recognition necessary to lead teams to high performance that can be sustained over time

Negotiate conflict Reach agreements from which both sides can benefit

Lead change Enable your work group to own challenges, enlist stakeholders and navigate through unstable conditions

PEOPLE MANAGEMENT PROCESS

EMPLOYEE ENGAGEMENT MOTIVATION COMMITMENT CHANGE

MANAGEMENT FLEXIBLE

WORKING

EMPLOYEE ENGAGEMENT • It means “going an extra mile” – it is replacing concepts of job satisfaction,

motivation, and commitment in many business • Psychological state experienced by employees in relation to their work • “Individual’s purpose and focused energy, evident to others, in the display of

personal initiative, adaptability, effort and persistence directed towards organisational goals”(Macey et al, 2009)

• Approaches to this definition – two interrelated aspects: - Job engagement: What takes place when people are interested in, positive,

excited about their jobs, exercise discretionary efforts, are motivated to achieve higher levels of performance – when people find their jobs interesting, challenging and rewarding

- Organisational engagement: It means attachment or identification with org as a whole – high connection employees feel for their org and positive attitude towards org and its value – they believe it’s a great place to work

• Commitment: - strength of individual’s identification with, and involvement in an organisation • Motivation: - It is force that energizes, directs and sustains behaviour - It can be intrinsic (factors arising form work itself or self-generated) - and extrinsic (things done to or for people to motivate them) • Organisational citizenship behaviour (OCB): - employees behaviour that goes above and beyond the call of duty that

contributes to organisational effectives - It is rooted in individual employees' view of the company and how they

associate themselves with it.

COMPONENTS OF ENGAGEMENT

FACETS OF ENGAGEMENT • INTELLECTUAL ENGAGEMENT: - Thinking hard about the job and how to do it better • AFFECTIVE ENGAGEMENT: - Feeling positively about doing a good job • SOCIAL ENGAGEMENT: - Actively taking opportunities to discuss work related improvements with

others at work • Engagement has behavioural outcomes leading to what can be described as

an “engaged employee”.

• Leadership: which ensures a strong, transparent and explicit organisational culture, which

gives employees understanding of job, visions and aims • Managers: - who offer clarity, appreciation of employees’ effort and contribution, - who treat their people as individuals, - who ensure that work is organised efficiently and effectively so that

employees feel valued, and equipped and supported to do their job • Employees: - Who feel that they can voice their ideas and be listened to - Who feel involved in decision-making - Who can share problems and challenges jointly - Who feel commitment to arrive at joint solutions

DRIVERS OF EMPLOYEE ENGAGEMENT

• Belief among employees: - That organisation lives its values - That behavioural norms are adhered to - That there is trust & sense of integrity - That there is a higher purpose • Work environment: - That promotes information sharing - Provides learning opportunities - Foster balance in people’s lives - Create basis for sustained energy and personal initiative • Meaningful work • Senior management vision and communication • Positive perception of managers • Employee voice (having in things that matters)

OUTCOMES OF ENGAGEMENT – “ENGAGED EMPLOYEE “

Is willing to go the extra mile

Believes in & identifies with organisation

Wants to work and make things better

Respects & help colleagues

Understands the business context and the “bigger

picture”

ACTIVITY/QUESTION

As an HR Practitioner, you are instructed to provide some advice on how employee engagement, job engagement and

organisational engagement could be enhanced within the organisation to improve organisational effectiveness.

Discuss critically, what steps should be taken to enhance the latter as a basis of your advice. (Read Armstrong, 2012)

BREAKTHROUGH LEADERSHIP 1. AFFINITY – SPEED OF EXECUTION 2. OWNERSHIP – FOSTERS RESPONSIBILITY 3. INTERDEPENDENCE – THE POWER OF

TEAMWORK 4. RISK – BIRTH TO INNOVATION AND CREATIVITY