Topic 7 :Leadership and ChangePeter SidorkoDeputy LibrarianThe University of Hong Kong

Redefining Libraries:Web 2.0 and other ChallengesMay 2007 Xiamen, China

Overview Defining leadership Leaders vs managers Leadership and change Emotional intelligence (EI)

Defining leadershipThe quality of leadership, more than any other single factor, determines the success or failure of an organization. - Fred Fiedler & Martin Chemers Improving Leadership Effectiveness

Leadership A new leader has to be able to change an organization that is dreamless, soulless and visionless ... someone's got to make a wake up call. (Warren Bennis)The only real training for leadership is leadership. (Anthony Jay) You do not lead by hitting people over the head that's assault, not leadership. (Dwight D. Eisenhower)

Leadership is rallying people toward a better futureMarcus Buckingham

What do leaders do?Define a Future Provide clear vision and direction Mission (What is my job?) ()Set goals and celebrate them when achieved Openly identify problems (and unify to solve them) ()Support initiative-taking and leadership at all levels

What do leaders do?Provide clarity Talk the walk and walk the talk Actions speak louder than words Resolve conflict You and me against the problem Distinguish between challenges to authority and challenges to ideas Manage change Increase communication and encourage others to do likewise.

Situational leadershipDifferent situations require different leadership styles Most successful situations occur when style and situational needs coincide Most situations require more than one style Most of us have more than one style but we are probably better at some than others

Leadership behavioursSupportive and directive modelFrom Blanchard and Hersey

Direction vs supportDirecting/telling (S1) Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. /(S1) Coaching/selling (S2) Leaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.(S2)

Direction vs supportSupporting/participation (S3) Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. (S3)

Delegating (S4) Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. (S4)

Developmental levels of staff Competence: has the necessary knowledge, experience and skill Commitment: has the necessary confidence, willingness and motivation D4 High Competence/High Commitment /D3 High Competence/Variable Commitment /D2 Some Competence/Low Commitment /D1 Low Competence/Low Commitment /

Management is doing things right; Leadership is doing the right things Drucker/Bennis

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall

Stephen R. Covey

Leaders vs managersachieve results through others byKotter, J (2001), What leaders really do, Harvard Business Review, Vol 79, no. 11, pp85-96.Cope with and produce change Create value Establish direction through vision and strategy Aligning people and getting buy-in Motivating and inspiring to execute Helping the organisation grow, evolve and adapt Emphasising transformation

Leaders vs managersachieve results through others byKotter, J (2001), What leaders really do, Harvard Business Review, Vol 79, no. 11, pp85-96.Cope with complexity and produce consistency Preserve value Planning and budgeting Organising and staffing Controlling and problem solving to execute Making the organisation run efficiently Emphasising transactions

Discussion exerciseThink of a great leader or boss you know. What qualities do they have that makes him or her a great leader? What other qualities make for a great leader or good boss? Think of a leader or boss who you would try to avoid. What qualities did this person have that made him or her someone who you would not want to work for or follow? Why was this person not effective?

Leadership and change

Education is the most powerful weapon which you can use to change the world. (Nelson Mandela)

Every organization must be prepared to abandon everything it does to survive in the future. (Peter Drucker)

Kotters rules for successful change 1 Establishing a Sense of Urgency 2 Creating the Guiding Coalition 3 Developing a Vision and Strategy 4 Communicating the Change Vision 5 Empowering Employees for Broad-Based Action 6 Generating Short-Term Wins 7 Consolidating Gains and Producing More Change 8 Anchoring New Approaches in the Culture

10 commandments of implementing changeAnalyse the organisation and its need for change Create a shared vision and common direction Separate from the past Create a sense of urgency Support a strong leader Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate, involve people and be honest Reinforce and institutionalise change. Jick, T.D. & Peiperl, M.A., Managing change: case and concepts, 2nd ed., Boston: Irwin, 2003.

Change in academiadissatisfaction with the status quo a clear mandate a spirit of shared ownership crisis availability of time (patience) consistency of vision opportunities for multiple venues for conversations allocation of appropriate and adequate resources open communication

Leading Institutional Change: A National Workshop for College and University Teams (January 2000) http://www.thenationalacademy.org/Ready/success.html

the will to implement repeated articulation of vision powerful and consistent metaphors assessment and willingness to adjust celebration of approximations of success continuous cultural change a collective understanding of why and how change is being undertaken

recognizing the fear associated with change an integrated and collective leadership the right data at the right time in the process a focus on teaching and learning; a focus on students anticipating sources of resistance and being prepared with responses recognizing multiple cultures tangible rewards for faculty engaged in change linking all change efforts to mission

Recurring themes for successful changeVision Leadership Communication The art of communication is the language of leadership Vision(James Humes)

Leadership and ChangeExercise :Think of a change that was implemented at your workplace. Share the experience with your team. Was the change successful? What made it so? Could the change have been better executed? How?

Leadership and emotional intelligence

Two kinds of intelligenceIntellectual (IQ) Emotional (EQ) IQ gets you the job, EQ makes you successful Emotional intelligence is twice as important as all other factors for success in jobs at all levels.90% of the difference between outstanding leaders and average leaders is due to emotional intelligence.

Daniel Goleman

Emotional Intelligence (EI)The workplace is changing, and changing fast. It is no longer just how smart we are, by our professional training and expertise, which determines success in careers. Today, more than ever, personal qualities like initiative, empathy, adaptability and persuasiveness feature prominently. Whatever the career, understanding how to cultivate these capabilities is essential for success. Tey Tsun Hang, Emotional Intelligence and Careers, CDTL Brief, March 1999, Vol. 2 No. 1, http://www.cdtl.nus.edu.sg/brief/v2n1/sec3.htm

Emotional competence and EQPersonal competencies determine how we manage ourselves. self-awareness self-regulation motivation Social competencies determine how well we handle relationships. empathy social skills When measured together they determine our EQ

emotional competencies can be cultivated with the right practice. Unlike IQ, they can improve tremendously throughout life emotional intelligence tends to increase as we learn to be more aware of our moods, to handle distressing emotions better, to listen and empathise. In the new workplace, with its emphasis on flexibility, teams and a strong customer orientation, this crucial set of emotional competencies is becoming increasingly essential for excellence in every job. Tey Tsun Hang, Emotional Intelligence and Careers, CDTL Brief, March 1999, Vol. 2 No. 1 http://www.cdtl.nus.edu.sg/brief/v2n1/sec3.htm.

Developing your emotional intelligence Focus on Development OpportunitiesBe realistic: everyone has a few areas that can be improved. What behaviors, habits and attitudes do you feel need to be developed in order to enhance your emotional effectiveness.Emotional intelligence has as much to do with knowing when and how to express emotion as it does with controlling it. .

Leadership and change: A reflectionKnow who you are Knowledge, skills, and experience Core values (internal guidance system) ()Understand where you are (and how you got there) ()Context (history, culture, style) Opportunities (challenges, resources)

Leadership and change: A reflectionRecognise what you do (and why you do it) Visioning and inspiring Assessing, planning, organizing, managing Be conscious of how you do it Communicating and collaborating Leadership style

What is my job?

First response: I deliver library and technology services to the campus community.

Second response: I ensure that library and technology services support the teaching, research and service mission of the university

Third response: My job is to make the KU degree the most valuable it can be and to contribute to the growth of knowledge. Demonstrates that you understand the Big picture

What you choose to call your customers, users, clients, can make a difference.

D4 Experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.D3 Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well / quickly D2 May have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them D1