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1、LEADERSHIP TALENTreviews (LTRs) or executive assessments are built on the assumption that if organisations are to change, people need to change with them.Through LTRs,issues that have long been swept under the carpet can be dealt with.When harnessed,they can act as a unifying hub for addressing broa
2、der business issues. A few years ago,the Hay Group conducted a series of competency assessments and organisational climate and leadership-style surveys in 10 identical bottling plants of a global soft drinks manufacturer. The results showed that those bottling plants with the most motivating work cl
3、imates were also the most profitable.For example: productivity correlated with organisational climate,increasing it up to 30 per cent; 50-70 per cent of organisational climate was dependent on styles of leadership. LEADERSHIP PERCEPTIONS Everyone who leads a team has a leadership style.This is less
4、about how you think you operate and more about the perceptions of those around you.The Hay Group focuses on measuring what matters:the styles that impact most on climate and the dimensions of climate that impact on productivity. The reviews reveal that in the finance sector,outstanding leaders creat
5、e motivating climates,while poor ones do not.More importantly,through feedback,coaching and leadership development programmes,most leaders were able to employ more productive styles of leadership.Those leaders who have the best performance have the highest scores on the dimensions highlighted in Box
6、 2 (p30). The Organisational Climate Survey collects leadersviews via a questionnaire and compares them with the official outlook contained in company reports.The gaps between these views are the essence of a LTR.Organisational improvement comes from addressing the underlying issues identified. The
7、questionnaire measures six main styles. While there is a partial benefit in judging a particular leadership style,what leaders really need to know is how they are perceived by their team.This will highlight if they are creating an optimum climate for discretionary effort and productivity.LTRs examin
8、e this,the breadth and flexibility of the leaders repertoire and if they are choosing the best style to suit the person and the situation.This situational fit is summarised in Box 1 below. When this data is fed back into a coaching relationship or leadership-development programme, it creates a power
9、ful momentum for personal change.Success comes from building “appropriate versatility”.The implication of being over-reliant on any one style is shown in Box 3 (p30). This process looks at the general impact of each style on each of the climate dimensions.Authoritative and coaching styles tend to ha
10、ve the most positive results,while coercive and pacesetting styles have to be specifically aligned to certain situations or their impact can turn out to be negative and counter-productive. leadership style Style leaders AT A GLANCE n The Hay Group carried out a review of 500 executive board-level as
11、sessments. n Outstanding leaders excel by the degree to which they establish a clear vision, set high standards, reward appropriately, promote autonomy, minimise bureaucracy and cultivate team spirit. n Styles of leadership shape organisational climate and performance: there is no single right or wr
12、ong leadership style. n Leaders who excel draw on a broad range of styles and move between them flexibly. Style effectiveness depends on their appropriate fit to both person and situation. n The willingness to engage personally and change as a result of feedback is what ultimately differentiates the
13、 best leaders. ALL LEADERS HAVE A STYLE. HOWEVER, THEIR OWN PARTICULAR VISION CAN GO ASTRAY WITHOUT FEEDBACK FROM THEIR WORKFORCE. WITH A SUCCESSFUL LEADERSHIP STYLE, SAYSCHRIS WATKIN, PERCEPTION IS ALL FINANCIAL WORLD JULY 2002 29 BOX 1: LEADERSHIP STYLES: APPROPRIATE SITUATIONS COERCIVE/DIRECTIVE
14、“Do it the way I tell you.” When the primary objective is immediate compliance. AUTHORITATIVE “This is where we are going and why.” When the primary objective is providing long-term direction or vision. AFFILIATIVE “Its important we all get on.” When the primary objective is creating harmony. DEMOCR
15、ATIC “What do you think?” When the primary objective is building commitment and generating new ideas. PACESETTING “ Watch and copy my best way.” When the primary objective is achieving tasks to a high standard of excellence. COACHING “Here is an opportunity to practice.” When the primary objective i
16、s the long-term professional development of others. P29-31 WATKIN 6/7/02 4:47 PM Page 35 for future success and be externally benchmarked against best-in-class.The success of LTRs is built on this link between strategy and the behaviour needed to deliver it. Their power also comes from engagement with people at a personal level so they can see the part they have to play in the achievement of strategy and what this means for them in their leadership of others. Climate,style
