Title: Leadership Impact
1Leadership Impact
2This session
- Leadership, Well-being and Engagement
- Your Leadership Impact Making the most of your
strengths and controlling risks - Maintaining and Building resilience
3Pressure Performance Curve
Well-being
Lack of engagement or motivation
Stress
Burn Out
Performance
Rust Out
Pressure
4Psychological Well-Being
- Not just absence of stress
- Positive emotional experiences
- Sense of purpose
- Broaden and build (Fredrickson)
- Positive emotions - BROADEN our thoughts and
actions - BUILD psychological resources - Leads to an increase in capacity
5People with positive psychological well-being
- Perform better (Wright and Cropanzano, 2004 )
- Are less likely to see neutral or ambiguous
situations as threatening (Seidlitz and
Diener,1993 Seidlitz et al., 1997) - React better to positive feedback and are less
hurt by negative feedback (Larsen and Ketelar,
1991 Derryberry and Read, 1994)
6Research Support
- Key research findings
- challenge pressure high performance
- hindrance pressure poor performance (le Pine
2004) - low control, high demand, low support worst
performance - high control, high demand, high support best
performance (Dollard 2000) - well-being is positively related to performance
(Cropanzano Wright, 1999 Wang, 2000 Donald,
2005 Donald, Taylor, Johnson, Cooper,
Cartwright, Robertson 2005) - the satisfaction mirror staff satisfaction
related to customer satisfaction (Bernhard,
2000)
7Drivers of Productivity
Resources and Communication
Sense of Purpose
Control
Engagement
Productivity
Relationships at Work
Psychological Health
Work-Life Balance
Workload
8Leaders can create
- A well resourced working environment
- A sense of control
- A balanced workload
- Well managed change
- Collaborative relationships
- A sense of purpose
9Leadership Impact
- Challenge Led
- Pace-Driven (C.PACE)
- Fast moving environment flexible responding
change creativity. - Risks
- Change for changes
- sake lack of structure
- lack of follow-through
- inefficiency implications
- not thought through burn-out.
Support Led Cooperative (S.CO-OP) Co-operation
and teamwork collaborative work groups shared
goals. Risks Avoidance of difficult conversations
suppression of debate lack of challenge, or
innovation rust-out.
Challenge Led Results-Focused (C.RES) Focus on
results and goals high standards follow-through
to completion and delivery. Risks Results at any
cost unrealistic goals lack of flexibility or
creativity burn-out.
Support Led Confident (S.CON) People have
confidence in their own capability and that of
the group and its leader/s. Risks Over-confidence
under-estimating problems and difficulties lack
of emphasis on need to develop and improve
rust-out.
10Leaders can create
- A well resourced working environment
- A sense of control
- A balanced workload
- Well managed change
- Collaborative relationships
- A sense of purpose
11In pairs
- Share your thoughts on your Leadership Impact
profile - Discuss what you are drawing from your report
- The Strengths the report reinforces and how you
can make more use of them - The Risks that seem most relevant to you and how
you control them - Divide the time equally between the two of you
(20 minutes each), be clear about who is playing
which role at each stage
12Maintaining and Building Resilience
13Resilience
- Bounce-back-ability
- The greatest glory of living lies not in never
falling, but in rising every time you fall.
(Nelson Mandela) - Its not the strongest of the species that
survive, nor the most intelligent, but the most
responsive to change. (Charles Darwin) - It ain't how hard you hit it's about how hard
you can get hit, and keep moving forward.
(Rocky Balboa!) -
14The resilience prescriptionCharney (2007)
- Positive attitudes and emotions
- Personal moral compass sense of purpose
- Find a resilient role model actively finding
one is important - Face your fears
- Develop coping strategies make active use of
them - Develop cognitive flexibility learn to
reframe - Establish and nurture a supportive social network
- Look after your physical condition exercise may
be the magic bullet - Develop/train regularly in multiple areas
challenge and mastery - Recognise and develop signature strengths
15Signature strengths (and risks)
- Identify and record your signature strengths
- Review your Leadership Impact report (Part two
Personal Resilience) for strengths - Review your leadership impact report (Part two
Personal Resilience) for risks
16Sense of Purpose
- PERSONAL Moral Compass QUESTIONS
- What do I believe in so much that I am willing to
take a stand on no matter what the cost? - What are my skills, energies, and leadership
traits? - What would a perfect world look like?
- How do I want to contribute to my world?
- What do I need to feel free and healthy?
- What do I want to learn?
- What brings joy to my life?
- What is my unique calling or purpose?
- Five years from now, I am proudest of . . .
- The thirty things I want to do before I die are .
. .
17Resilient Cognitive Thinking(reframing)
Events (Antecedents)
Thoughts (Beliefs)
Feelings and Actions (Consequences)
18Thinking Errors
- all-or-nothing thinkingÂ
- over-generalisation
- mental filterÂ
- jumping to conclusionsÂ
- mind readingÂ
- magnificationÂ
- emotional reasoningÂ
- should (must, ought) statementsÂ
- labelling and mislabelling
19Learning to Re-Frame
- Catch the thought
- Automatic thoughts and core beliefs
- Evaluate the thought
- Realistic? ... Helpful?
- Challenge the thought
- Evidence
- Thinking errors
- Replace with realistic, believable and helpful
alternative thoughts
20Challenge Mastery
- The fine line between positive challenge and
negative hindrance pressure
21Using tough experiences
- Tough (very challenging) experiences CAN build
higher resilience but only if - Failure and
success are attributed positively- There are
sufficient periods of respite- The challenge
seems worth it- Thoughts and feelings are
controlled- Beliefs and ambitions are properly
grounded in reality
22Actions
- What are you taking away from this session as
actions to improve - your Leadership Impact
- your Resilience