The extent to which a leader expresses and strives towards mission and values
‘Voice’ is the extent to which leaders share their vision, inspire others, set high expectations, communicate persuasively and promote the organisation positively. Leaders who ‘voice’ are prepared to risk popularity to speak up for what is right for their organisation. ‘Voice’ leadership is exerting power through the group, rather than power over a group, to achieve collective goals.
Leaders who exhibit ‘voice’ characteristics help create, and influence, a group’s identity and values. This allows the group to work collectively, helping them perform at levels beyond the transactions and tasks of their daily roles. ‘Voice’ is particularly important for leading organisations through change, by linking changes to the organisation’s purpose and values, and developing and communicating a clear vision for the future. ‘Voice’ differentiates leaders from managers.
Developing a leadership style which inspires others and promotes the organisations mission and values may require you to:
“You are very enthusiastic in representing the organisation in a positive way”
“You are good at communicating a vision and engaging people in working towards it”
“You believe in the organisation, its values and its future directions and incite enthusiasm in others”
“You’re an excellent presenter; you capture the attention of everyone in the room with your enthusiasm and engaging manner”
“You can see the big picture and you bring people along for the journey in an inspiring and encouraging way”
“Provide clarity about future directions, roles and responsibilities”
“Be clearer about giving direction and communicating what is wanted”
“You need to be clearer in expressing your thoughts and ideas so that you are more authoritative”
“You could use your influence in the strategic planning process to demand more discipline from key people”
The extent to which a leader plans, implements and monitors
‘Organise’ is the extent to which leaders focus on the transactional and task-oriented aspect of management, and efficiently deliver quality and timely outputs. It involves monitoring performance to ensure quality standards are met, establishing work structures and procedures, minimising role ambiguity and conflict, managing workloads and timelines, and solving problems. Leaders who exhibit ‘organise’ characteristics focus on the rational management of people and resources toward meeting organisational goals, and strive to make organisations as efficient and productive as possible. Goal and task focus are particularly important for success at the management level.
Developing your competence in planning, implementing and monitoring may require you to:
“You have a clear focus on delivering results”
“You respond quickly to matters as they arise”
“Your 'roll your sleeves up' approach is a key strength”
“You are excellent at managing deadlines for all tasks”
“You’re incredibly dedicated to the goals of the organisation and go the extra mile”
“You have strong analytical and problem solving ability, and an ability to find practical solutions”
“Say 'no' on occasion, delegate when possible and sometimes be more direct”
“You need to be able to manage and implement your strategic ideas better”
“Improve project management skills to ensure projects are well planned, monitored and executed”
“You could communicate clearer timeframes, so that I can prioritise my workload better”
“You sometimes tend to involve yourself in the work of others - you could improve your effectiveness in time management by being more selective in where you place your efforts”
“Follow through on commitments - at times you make commitments to do something and then it doesn't happen because you get caught up in other things.”
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The extent to which a leader is innovative, willing to explore, learn and seeks continuous improvement ‘Innovate’ is the extent to which leaders listen with an open mind, try new things, reflect honestly on successes and failures, create a degree of comfort with change, and help their organisation to adapt.
Innovative leaders demonstrate thought leadership, continuous improvement, intellectual stimulation, risk taking and optimism.
Organisational transformation requires leaders to be innovative and to motivate others to work towards the change. Openness to feedback (positive and negative) and risk-taking can sometimes bring bad news, uncertainty and even failure, but it can also bring great success. Good innovators have a willingness to endure short-term pain for long-term gain. Optimism is a critical skill for motivating others to adapt to change and maintain their behaviour over time.
Developing openness to learning and risk, and promoting continuous improvement may require you to:
“You are enthusiastic about change in the business”
“You have a willingness to challenge the status quo”
“You try hard at changing things even when they are uncomfortable”
“You have the ability to think outside the box and come up with creative solutions”
“You have a great ability to ask thoughtful and insightful questions before racing to answers”
“You clearly have a drive for continuous change and improvement within the organisation, and you constantly seek more efficient ways of doing things, finding creative and technical solutions”
“You are open to new ideas and engage others in the team to contribute to debate on effectiveness, improvement”
“You’re not afraid to offer another view for consideration which is often very helpful in resolving a complex issue”
“Don't be limited, take new risks”
“Be careful of jumping too quickly to solutions - take time to consider all angles”
“Be more flexible, you can at times be opinionated and resistant to changes”
“Be more courageous in thinking and manage up those thoughts even if they may be unpopular due to the ingrained culture”
The extent to which a leader involves, recognises and develops others
‘Connect’ is the extent to which leaders empathise with and support staff. It involves consulting with employees, listening to suggestions, considering employee needs, coaching and mentoring, providing development opportunities, recognising achievements, making positive comments regarding employee capabilities, and diplomatic management of underperformance. Leaders who ‘connect’ provide individualised support and coaching that not only improves the productivity and performance of team members, but fosters trust in and commitment to the leader.
Developing your skills in involving, recognising and developing others may require you to:
“You are compassionate and genuinely interested in others”
“You listen to people's point of view until you understand it”
“You’re open to new ideas and plans and will make the time to engage in discussions”
“You have the ability to facilitate difficult conversations to achieve progress on blockages / blind spots”
“I find you to be exceptionally good at relating to people authentically, treating them as unique individuals and developing their strengths. This creates a very positive work environment”
“You demonstrate a collaborative, inclusive working style - you seek input and feedback from people based on the relevance of their skills/knowledge to a particular project, rather than their seniority or position”
“Spend more time coaching and mentoring your team”
“You could be more consultative in your work processes”
“Be actively involved in poor/under performance of staff”
“Continue to be open to feedback and aware of your own impact”
“Sometimes you tend to dominate discussions and not listen to other’s views”
“Focus more on acknowledging the strength of knowledge and skills of others”
The extent to which a leader finds pleasure in work and life, and manages stress, health and wellbeing
‘Enjoy’ occurs when leaders have a stable influence on their teams, focusing on stress management, happiness, work-life balance, and health and safety. Leaders who ‘enjoy’ demonstrate deliberate self awareness and reflection on their own actions and reactions, particularly when they are under stress.
Leaders who are more emotionally stable are generally more effective leaders, providing a secure environment in which their team can focus and flourish. Positive emotions are contagious. The wellbeing of leaders influences the wellbeing of team members, with increasing impact over time.
Making sure you find pleasure in work and life while managing stress, health and wellbeing may require you to:
“You are confident and have an easy going manner”
“You have a high level of energy, enthusiasm and positivity”
“We are encouraged to have fun, get involved and enjoy our work”
“You bring calmness to your area that is very helpful and reassuring to the organisation”
“You have a great sense of humour and a very healthy dose of self-awareness about what you can deliver on and where your limits are”
“You have a calming presence in the face of conflict and fast pace which is very helpful in the organisation”
“Don't let small things annoy you”
“Remember to laugh when the going gets tough”
“Increase your work life balance to support effectiveness in position”
“Great passion means that you can take challenges or setbacks very personally”