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NE Leading Improvement for Health & Well-Being Programme 2011. Beverly Alimo-Metcalfe CPsychol . FBPsS Emeritus Professor of Leadership Studies, University of Leeds Professor of Leadership, University of Bradford School of Management Chief Executive, Real World Group. September 7 th 2011.

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NE Leading Improvement for Health & Well-Being Programme 2011

Beverly Alimo-Metcalfe CPsychol. FBPsSEmeritus Professor of Leadership Studies, University of LeedsProfessor of Leadership, University of Bradford School of ManagementChief Executive, Real World Group

September 7th 2011

© Real World Group 2011


Leadership, culture, and transformation

The implications for senior managers


What form of leadership is needed in Public Services to deal with the changes they are facing?

What’s the research evidence of its validity?

How do we combine this form of leadership with achieving targets/goals, while being true to our values?

How can we embed this in the culture of our organisation and ensure sustainability?

What are the implications for us as senior leaders?

key people organisational challenges
Key people / organisational challenges
  • Need to achieve more with less
  • Increase effectiveness
  • Sustain motivation
  • Maintain wellbeing
  • Cope with constant change
  • Continually adapt & innovate to maintain quality
a few words about
A few words about…


The bad news…

The good news…

leadership is changing direction
Leadership is changing direction…




engagement is key
Engagement is key

‘Engagement is a positive attitude held by the

Individual towards the organisation and its vision &


‘which affects the extent to which individuals put

discretionary effort into their work… for the

benefit of the organisation’

‘...which requires a two-way relationship

between employer and employee’

Based on: Robinson, D., Parryman, S. & Hayday, S. (2004). The Drivers of Employee Engagement. Sussex:Institute for Employment Studies.

engagement is good for people
Engagement is good for people

Wellbeing and health

(Maslach et al., 2001; Bakker et al., 2005)

Reduced depressive symptoms, somatic complaints and sleep disturbances

(Hallberg & Schaufeli, 2006)

Higher self efficacy and commitment

(Salanova, Agut & Peiro, 2005; Schaufeli et al., 2002)

engagement is good for organisations
Engagement is good for organisations

Customer satisfaction

(Corrigan et al., 2000; Harter et al., 2002)


(CIPD, 2004; Gallup,2004; Watson Wyatt, 2005)


(Watson Wyatt, 2006; Sirota Survey Intelligence, 2005)


(Alimo-Metcalfe et al., 2009; Judge et al., 2001; Harter et al., Geyery, 1998)


(Harter et al., 2002)

the model of engaging transformational leadership
The Model of Engaging Transformational Leadership


TLQ™ Dimensions

Showing Genuine Concern

Being Accessible


Encouraging Questioning





Being Honest & Consistent

Acting with Integrity

Being Honest & Consistent

Acting with Integrity

Supporting a Developmental Culture

Inspiring Others

Focusing Team Effort

Being Decisive

Building Shared Vision


Resolving Complex Problems

Facilitating Change Sensitively

© Real World Group 2011

engaging leadership principles
‘Engaging’ leadership principles

Leader asservant and partner

Leadership is a social process and is distributed

Leadership is about connecting people and ideas

- through a shared vision

- co-ownership

- co- design, and

- empowering partners in



Leadership, culture and change

Building capacity for sustainability

embedding a culture of engaging leadership
Embedding a culture of engaging Leadership

Leadership & Culture: theinextricable link

The single most important responsibility of a leader…

Schein, E.H. (2010). Organisational Culture & Leadership. London, Wiley


Does engaging leadership predict productivity?

A longitudinal study…

1 year

Time 1

Time 2

Leadership Culture of teams (n=46)




= how competent


= how engaging

Controlled for contextual variables

Alimo-Metcalfe et al., (2007)‘The impact of leadership factors in implementing change`. SDO, Project 22/2002.

the culture of high performing teams
The Culture of High Performing Teams

Clear roles, responsibilities, and goals

All felt involved in developing the vision

All contributed to determining how to achieve the vision

High degree of autonomy & self-efficacy – feeling empowered; trusted to take decisions

People felt actively supported in their development

People experienced high levels of social support

Time was made to discuss problems & issues, despite the busy schedule

High use of face-to-face communication

Source: Alimo-Metcalfe et al., (2008). ‘The impact of engaging leadership on performance, attitudes to work and well-being at work: a longitudinal study’. The Journal of Health Organization & Management, 22, 6, 586-598.

lessons from high performing teams
Lessons from high-performing teams…
  • Engaged key stakeholders from the outset
  • Built a shared vision of a high quality service
  • Everyone involved in identifying clear outcomes – ‘stretch goals’
  • Practised distributed, non-hierarchical leadership
  • ‘Learning’ culture – innovative & adaptive; high RfC
  • Created a supportive, appreciative, psychologically ‘safe’ culture
  • Shared ownership of challenges & successes

Source: Alimo-Metcalfe et al., (2007)‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002..

implications for leading change
Implications for leading change
  • Change initiatives: Clarify thereasonsand desired outcomes, not the detailed instructions as to how it should be achieved – be honest with non-negotiables
  • Build a shared vision and engage all critical stakeholders
  • Engage all in identifying how the change will be achieved in a way that is consistent with the values
  • Celebrate success; maximise learning; disseminate this knowledge; value contributions
organisations need
Organisations need…
  • To foster a culture in which learning is maximised
  • Leaders with exceptional relationship skills, to form effective teams, managing diverse teams collaboratively; build more effective genuine partnerships
  • To recognise that leadership is a shared process
  • To be comfortable with replacing rules and regulations with common purpose, values and principles
experiences of culture differ
Experiences of culture differ…

Summary of data collected from the ‘Leadership Culture & Change Inventory (LCCi)’™

© Real World Group


Commitment to action

What am I going to do?

some final reflections
Some final reflections…

How engaging am I?

What can I do to support my colleagues and the rest of the organisation to create a culture of engagement?

What will I do differently today to be more effective?

How will I know I am making an effective and sustainable difference?

Who will do this if we don’t?

background reading research insight report for cipd
Background reading:Research Insight report for CIPD


Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008)

Available free from

other suggested readings
Other suggested readings
  • Alimo-Metcalfe, B. & Alban-Metcalfe, Juliette. (2011). 'Leadership in public and 3rd sector organisations'. In J. Storey (ed.).(2ndedn) Leadership in Organisations: Current Issues & Key Trends,. London: Routledge.
  • Alimo-Metcalfe, B., Alban-Metcalfe, J., Bradley, M., Mariathasan, J. & Samele, C. (2008). ‘The impact of engaging leadership on performance, attitudes to work and well-being at work: a longitudinal study’. The Journal of Health Organization & Management, 22,6, 586-598.
  • Alimo-Metcalfe, B. & Bradley, M. (2009). ‘Darzi and leadership – it’s too important to get wrong this time’. In Clinical Leadership Journal, 2, 1, 3-11.
  • Alimo-Metcalfe, B. & Bradley, M. (2008). ‘Cast in a new light’. People Management, January 24th, 38-41.