African Leadership in ICT The Leadership Toolbox Review

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1 African Leadership in ICT The Leadership Toolbox Review

2 Session Objectives To present an overview 360-degree feedback tool for assessing leadership behaviour and competency To promote discussion and reflection on the use of the feedback tool for individual and organizational leadership development To provide guidelines for online access to 360- degree online questionnaire inclusive of timeline for completion and feedback reporting

3 The 360-Degree Feedback Tool 360-Degree Feedback Relates closely to the spirit of African Leadership incorporated in the Ubuntu ( connectedness of people ) humanist philosophy. The 360-degree feedback tool and process allows individuals to become connected. A multisource feedback tool The leader has the opportunity to gain feedback and views from several sources in the organization and stakeholder context on their individual leadership practice and organizational leadership requirements. The 360-Degrees refers to the circle, with an individual figuratively in the centre of the circle. Feedback is provided by subordinates, peers, and supervisors.

4 Benefits of 360 Degree Feedback 360 degree feedback provides the participant with an opportunity to learn how others perceive them, leading to increased self-awareness encourages self-development helps increase understanding of the behaviours required to improve both individual and organisational effectiveness promotes an open culture where giving and receiving feedback is an accepted norm increases communication within an organisation clarifies supervisory and managerial expectations is a powerful initiator for individual and team change

5 What are leadership competencies? The knowledge and skills required of a leader in order to lead institutions and organizations towards attainment of goals an objectives

6 Skills The processes, strategies and management techniques that a leader uses to enhance organizational learning and growth For example the ability to think strategically, communicate in writing, delegate work, influence, negotiate

7 Knowledge The professional knowledge, emerging and contemporary knowledge and practical understanding that a leader needs to perform his or her duties For example knowledge of an industry, business, sector or system

8 The Nature of Competence Competencies include high levels of knowledge, values, skills, and personal dispositions, sensitivities and capabilities and the ability to put those combinations into practice in an appropriate way

9 The Nature of Leadership Style A pattern of characteristics or ways of responding to the external environment (for example, self-confidence, energy levels, self sufficiency, emotional stability)

10 The 360-Degree Questionnaire A tool to collect your perceptions and the perceptions of other colleagues in your organization on how well certain leadership behaviours and characteristics can be observed in your leadership practice Contains forty items presented in three parts that measure perceptions on behaviours and competencies related to leadership models and styles introduced in the module.

11 The 360-Degree Questionnaire Part one of the questionnaire contains items related to transactional, transformational, systems and change leadership models. Part two of the questionnaire offers questions related to ten future leadership skills. Part three is a composite, offering a selection of questions on leadership competencies (knowledge, skills and attitudes) related to all models. The final part of the questionnaire (part four) contains a SWOT analysis for personal improvement where you as participants are asked to identify your strengths, weaknesses, areas for improvement and obstacles to improvement.

12 Traditional Leadership Models Transactional Leadership Orienting followers Leaders Transformational Leadership Motivating followers Leaders plan in detail how to accomplish tasks or projects describe a clear, appealing vision of what the organization can accomplish or become provide a clear explanation of roles & responsibilities behave in a way that is consistent with organization ideals and values determine what resources are needed consult to get reactions and suggestions before making a decision determine how to organize and co-ordinate work activities to avoid delays, duplication of effort and wasted resources talk about the importance of mutual trust check work progress against plans to see if it is on target encourage teams to look at problems from different perspectives reward effective performance and contributions describe exciting new opportunities for the organization explain what must be done to get rewards make personal sacrifices that go beyond self-interest for the benefit of the organization request reports on progress question traditional assumptions and beliefs about the best way of doing things

13 New Leadership Models Systems Leadership Beyond the Institutional Walls Leaders contribute to building a culture of trust and collaboration between organizations in the sector promote system-wide dialogue for engagement in inter-organizational collaborative activities work together in partnership with leaders in other organizations participate in networks for improving organizational and sector learning Change Leadership Experimentation & courage Leaders propose new and creative ideas for improving organizational services and processes study the products and activities of other organizations to get ideas experiment with new ideas demonstrate courage as a decision maker

14 Future Leadership Models 10 Future Leadership Skills For and Uncertain World Makers of change Leaders exploit his/her inner drive to build and grow things, as well as connect with others in the making Clarity Leaders see through messes and contradictions to a future that others cannot yet see Dilemma flipping Learners turn a dilemma or chaotic situation which unlike problems, cannot be solved into advantages and opportunities Immersive learning Leaders immerse themselves in familiar and unfamiliar environments, to learn from them on-the-job Bio-empathy Leaders see things from the perspective of the natural environment; to understand, respect, and learn how to lead holistically based on the changing patterns of the natural world. Depolarizing constructively Leaders calm tense situations where differences dominate and communication has broken down bringing people from divergent perspectives or cultures toward constructive engagement. Quiet transparency - is open and authentic about what matters to her/ him without being overly self-promoting Rapid innovation prototyping Leaders create quick and early versions of innovations, with the expectation that later success will require early failures. Smart network organizing Leaders create, engage with, and nurture purposeful social change networks through an intelligent use of digital media and face-to-face communication Commons creating Leaders nurture and grow shared assets that can benefit all players and allow development at a higher level

15 General Leadership Competencies Leadership Competencies Knowledge Leadership Competencies Skills Leadership Competencies Attitude Leaders have Leaders have Leaders have knowledge of how to manage by objectives (MBO) knowledge about how to handle personal issues ability to organise and manage projects ability to create development strategies ability to confront individuals with different expectations ability to understand persons with different backgrounds

16 360-Degree Feedback Next Steps Orientation Module - Unit 2: Leadership Toolbox 360-Degree Feedback Orientation workshop Online Module Week 2 Month of October November first two weeks Selection of Evaluators Participant Task Provide copy to ALICT team Invitation Letters to 360 review ALICT Task: letters to participatns and raters for 360 review Completion of 360 Review Participant & Rater Task: Complete 360 degree evaluation online

17 Your 360 degree review? Beneficiaries Managers Partners Self Peers Funders Direct Reports

18 Complete your respondent list A blank template will be ed to you for completion and this must be sent to by.

19 Choosing Feedback Providers This guide is aimed at helping 360 participants to decide whom to invite for feedback. Your choice of feedback providers will have an impact on the quality of feedback you receive, so it is important that you consider your choices carefully and you like to discuss your selection with your manager. The following guidelines and key questions should help you determine who to ask. Guidelines for selecting your feedback providers The participant will be in the best position to identify who is able comment meaningfully on their performance. However, they may make their selection in agreement with their manager to ensure that a balanced sample of feedback providers is selected, and that the person hasn t accidentally overlooked any important sources. All feedback providers must be credible and trusted by the participant in order to make the feedback valid and to encourage the participant to act on that feedback. You should aim to have a minimum of 7 feedback providers. This includes yourself, your manager, and five others. If you have fewer than this, there is the danger that one person s view will have a major impact on the overall results. Additionally, anonymity is a key consideration you should ensure you have enough people so that individual feedback providers are not identifiable from their ratings and comments. The maximum number of feedback providers should be about 12 (again, including yourself and your manager).

20 Choosing Feedback Providers Selecting Feedback Providers The people you select should be able to comment on your work performance in a number of areas (for instance, the way you approach your work, the way you deal with others, how you make decisions and how you handle different situations). So, they should all have or have recently had a reasonable amount of contact with you in a work context. For example, you may want to ask a colleague in another business unit with whom you have recently worked on a project or opportunity, or a senior member of your area who is not your immediate manager but is someone you have regular contact with. To ensure balanced and useful feedback, you should avoid inviting just those people with whom you get on best. This is for your personal development and own benefit and people usually find that the more constructive and useful comments are provided by people who are not close friends. You can invite external contacts and partners to provide feedback as long as they have a reasonable amount of contact with you and will be able to comment on most of the competencies. Some things to note Within the report, the categories of feedback providers usually shown are: Self Line manager Peers Team Members

21 Only your immediate manager s and your own feedback should be identifiable; therefore you need to ensure that you have at least two people in each of the other two categories (i.e., if you are a manager, you should have at least two Team Members and at Two peers, etc.) to ensure anonymity. It is preferable to start off with more than two in each group, so that if for any reason one person in a category decides or is unable to provide feedback, there are still enough people to maintain anonymity. Please note that for this review you will need a minimum or 2 peers and 2 team members. If you do not have 2 team members then please contact Important Please note that when you receive your invitation to take part and you have accessed the 360 platform and accepted the invite, you will then be asked to select your rater s, so please could you click on this link and then complete the form, by adding your line manager, peers and team members. When you click on your line manager you will be asked to search for them in our database, which you should do by just searching on their address. If the search comes back as nothing then please add them. (You only need to add their First Name, Surname and address) Once you have done this select them and then add your peers and team members. Once you have done this please ensure you click on invite all and the system will them an invitation to take part in your 360 review. You will then be able to complete yourself assessment.

22 Some questions to ask yourself when deciding whom to ask for feedback: With whom have you worked most closely over the past year? Have you worked on any projects or tasks that are outside your normal remit? Who could provide feedback in this context? Have you been trying to improve or develop your performance recently? Who might have observed your efforts in this area? What achievements are you most proud of this year? Who would have been in a position to observe and comment on those? What aspects of your work could be improved? Who might be able to give you helpful and constructive feedback in these areas, to help increase your future performance? Do you have a dotted line into any managers or senior colleagues other than your immediate line manager? Could they provide you with feedback? Looking at the list of people you could ask, do they all have sufficient contact with you to comment on most of the competencies included in the questionnaire? Have I just picked my best friends and closest allies? Am I really giving myself the opportunity to collect balanced and useful feedback?

23 There are no hard and fast rules as to how long you need to have been working with someone before they are able to provide you with meaningful feedback; this does depend to a certain extent on the depth of contact they have with you. However, people who have had only a couple of weeks interaction with you may end up rating many of the items not observed/don t know which can lessen the usefulness of the feedback. If you have only been working with an individual for a few weeks, but in this time they have seen you in a number of contexts, have worked very closely with you or will have useful feedback on specific areas of your performance, it might be worth inviting them to rate you anyway.

24 Example of Participant s invitation To: Janet John You are invited to complete a self-review as part of your 360 feedback. This programme is being delivered on behalf of Debenhams, using the Progress360 system. Please use the web link below to access Progress360 and review the invitation carefully. a0cdaadae892&action=candidateinvitation&programmeid=30&candidateid=242.. Once you have logged in for the first time you will need to do the following: 1.Change your password. This must be between 8 12 characters and MUST contain a mixture of letters and numbers, not symbols. Once you have done this click SAVE. e.g. The invitation can be fully customised. The contains a link to the site and also site details and a password. All reviewers also receive an invitation A Good password would be progress88 An invalid password would be progress**88 2. You will then be asked to accept the invitation. Once you have accepted, you can start the review straightaway. If you don t complete the review straightaway you can login to your MyPage by reselecting the link, then and select the arrow next to CandidateName in the 'Reviews for you to perform panel'. Should you have any queries, please contact

25 First Log in When the user first logs into the site they can change their password and save their personal details. Please note your password must be between 8 12 characters and include letters and numbers but no special characters at all e.g. no.? / etc..

26 Accept or Decline the invitation Participants and reviewers can accept or decline the invitation Click on the button

27 Confirm your details Confirm your details are correct by click save.

28 Complete your self review Once invitations have been accepted the users can perform their reviews, follow the links to the questionnaire To complete your self review click on the complete self assessment under Participant Actions.

29 Completing Reviews Complete your review by clicking on the radio button for each question. Use the next and back buttons to complete your ratings for each competence. Save ratings. When the questionnaire has been completed click the submit button. Please Note: If you do not click save or next with a 15 minute period the system will automatically log you out. Answer free text questions by typing in the box

30 Monitor the progress of your review Use your My Review page to monitor the progress of your review Click on the green arrows to see the progress within each reviewer group

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