Leadership, Strategy and Performance
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Transcript of Leadership, Strategy and Performance
Leadership, Strategy and Leadership, Strategy and Performance Management Performance Management
Prof Erwin SchwellaProf Erwin Schwella
OrientationOrientation
• IntroductionIntroduction• Leadership Approaches: Leading towards Leadership Approaches: Leading towards
the Futurethe Future• Strategy: Context, Vision, Capacity, Strategy: Context, Vision, Capacity,
Competency, Empowerment and Competency, Empowerment and ImplementationImplementation
• Leadership and Strategy for PerformanceLeadership and Strategy for Performance– Leading Learning for PerformanceLeading Learning for Performance
• ConclusionConclusion
Leadership Theory Development
• Tr
ait
Trai
t App
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h
Appr
oach
• Be
havi
oral
Beha
vior
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Appr
oach
Appr
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• Si
tuat
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l
Situ
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nal
Appr
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Appr
oach
• Tr
ansf
orm
atio
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ppro
ach
Tran
sfor
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l App
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• So
cial
Lea
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g Ap
proa
ch
Soci
al L
earn
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Appr
oach
LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT
Strategy: From Context to Strategy: From Context to ImplementationImplementation
• Strategy: Strategy: – Context, Context, – Vision, Vision, – Capacity, Capacity, – Competency, Competency, – Empowerment,Empowerment,– ImplementationImplementation
Understanding and Understanding and Analysing ContextAnalysing Context• Macro TrendsMacro Trends
– STEEP AnalysisSTEEP Analysis
• SocialSocial
• TechnologicalTechnological
• EconomicEconomic
• EnvironmentalEnvironmental
• PoliticalPolitical
• Stakeholder AnalysisStakeholder Analysis– RegulatorsRegulators– SuppliersSuppliers– ConsumersConsumers– CompetitorsCompetitors
LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT
Transformational Leadership Process
1. Envisioning
2. Planning
3. Teaming
4. Motivating
5. Evaluating
6. Recycling
Social Learning ApproachesSocial Learning Approaches
• Peter Senge’s Learning Organisation Peter Senge’s Learning Organisation ApproachApproach– Shared visionShared vision– Team learningTeam learning– Personal masteryPersonal mastery– Mental modelsMental models– Systems thinkingSystems thinking
• Overcoming Learning DisabilitiesOvercoming Learning Disabilities
LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT
The Learning Organisation
7 Learning Disabilities7 Learning Disabilities
1. “I am my position”
2. “The enemy is out there”
3. “The illusion of taking charge”
4. “The fixation on events”
5. “The parable of the boiled frog”
6. “The delusion of a learning experience”
7. “The myth of the management team”
LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT
• Get on the balcony
• Identify the adaptive challenge
• Regulate distress
• Maintain disciplined attention
• Give the work back to the people
• Protect the voices of leadership from below
Leadership in Situations of
Adaptive ProblemsAdaptive Problems6 Principles6 Principles
Leadership and Strategy for Leadership and Strategy for PerformancePerformance
• Leading Learning for PerformanceLeading Learning for Performance– The Importance of Leadership and The Importance of Leadership and
LearningLearning•Strong empowering and facilitating learning Strong empowering and facilitating learning
leadershipleadership
•Facilitative rather than directiveFacilitative rather than directive
•Strategically aimed at creating an improved Strategically aimed at creating an improved futurefuture
•Linked to action planning, implementation and Linked to action planning, implementation and continuous evaluation and recyclingcontinuous evaluation and recycling
Leadership and Strategy for Leadership and Strategy for PerformancePerformance
– Conducive to creating learning Conducive to creating learning organisationsorganisations
– Strong on commitment to vision and Strong on commitment to vision and purposepurpose
– Encourage capacity building, learning Encourage capacity building, learning and empowerment and empowerment • in the true spirit of a learning organisation;in the true spirit of a learning organisation;
•rather than a centralised controlling top rather than a centralised controlling top down bureaucratic approachdown bureaucratic approach
The Four Performance learning The Four Performance learning QuestionsQuestions• What happened?What happened?
– Descriptive qualitative and quantitative Descriptive qualitative and quantitative assessmentassessment
• Why? Why? – Diagnostic analysisDiagnostic analysis
• What can I/We learn from this?What can I/We learn from this?– Deliberative empowerment and team learningDeliberative empowerment and team learning
• How can the learning be used and built back How can the learning be used and built back into the system to improve the system?into the system to improve the system?– Prognostic capacity building for continuous Prognostic capacity building for continuous
improvementimprovement
ConclusionConclusion
• Strong leadership may call for Strong leadership may call for courageous approaches moving courageous approaches moving away from power and authority as away from power and authority as foundationsfoundations
• Discuss and discover rather than Discuss and discover rather than leader commands leadershipleader commands leadership
• Towards new competencies jointly Towards new competencies jointly discovered, applied and tested for discovered, applied and tested for continuous improvementcontinuous improvement