Transformational Leadership Practices

and the impact on

Employee Engagement

Shelly Burchnall

Director, Administrative Justice

Government of British Columbia

Ministry of Justice

Immediate Roadside Prohibition

Office of the Superintendent of Motor Vehicles

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

Organizational Culture

Culture is the sum of all the individual

mindsets rolled into one set of common

agreements.

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

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.

Engagement Drivers

WORK EXPERIENCE

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.

Lead the Way…

Model the way

Inspire a shared vision

Challenge the process

Enable others to act

Encourage the heart

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.

Questions:

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