Transformational Leadership Practices and the impact on ... · The manager is a copy; the leader is...
Transcript of Transformational Leadership Practices and the impact on ... · The manager is a copy; the leader is...
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Transformational Leadership Practices
and the impact on
Employee Engagement
Shelly Burchnall
Director, Administrative Justice
Government of British Columbia
Ministry of Justice
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Immediate Roadside Prohibition
Office of the Superintendent of Motor Vehicles
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The Sivia Case
“As evidenced by the review process already in place under the ADP regime, it is possible to allow for a more meaningful review to be put in place without in any material way affecting the government’s objective of removing impaired drivers promptly and effectively from the road.”
Justice Sigurdson – November 30, 2011
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Organizational Culture
Culture is the sum of all the individual
mindsets rolled into one set of common
agreements.
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Employee Engagement
Employee engagement involves the interplay of three factors:
cognitive commitment,
emotional attachment and
behavioral outcomes that result from an employee’s connection with their company
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Employee Engagement
Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers that, in turn, influences him/her to apply additional discretionary effort to his/her work.
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Engagement Drivers
WORK EXPERIENCE
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Manager vs. Leader
The manager does things right; the leader does the right thing
The manager administers: the leader innovates.
The manager is a copy; the leader is an original.
The manager maintains; the leader develops.
The manager focuses on systems and structure; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader ask what and why.
The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
The manager imitates; the leader originates.
The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own person.
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Lead the Way…
Model the way
Inspire a shared vision
Challenge the process
Enable others to act
Encourage the heart
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Be Persistent… Expect Good Results
Persevere through conflict; however, be mindful to discontinue failing strategies.
Make wise and courageous strategic adjustments when necessary
- expect the best outcome.
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Questions:
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References:
Anderson, D., & Ackerman-Anderson, L. (2001). Beyond change management: Advanced strategies for today’s transformational leaders. San Francisco, CA: Jossey-Bass Inc. Hesselbein, F., Goldsmith, M., & Beckhard, R. (1997). The organization of the future. San Fransisco, CA: Jossey-Bass Inc. Hesselbein, F., Goldsmith, M., & Somerville, I. (1999). Leading beyond the walls. San Fransisco, CA: Jossey-Bass Inc. Kouzes, J., & Posner, B. (1999). Encouraging the heart. San Francisco, CA: Jossey-Bass Inc. Kouzes, J. & Posner, B. (2002). The leadership challenge (3rd ed.). San Francisco, CA: Jossey Bass Inc. Maxwell, J.C. (1993). Developing the leader within you. Nashville, Tennessee: Thomas Nelson, Inc. Wheatley, M.J. (1999). Leadership and the new science: Discovering order in a chaotic world (2nd ed.). San Francisco, CA: Berrett-Koehler Publishers. Sanborn, P., Oehler, K. (2013). 2013 Trends in Global Employment Engagement. Retrieved April 2014 from, http://www.aon.com/attachments/human-capital-consulting/2013_Trends_in_Global_Employee_Engagement_Highlights.pdf