Positive and Mindful Leadership in the Public Sector. Sheila Barrett

Transcription

1 Positive and Mindful Leadership in the Public Sector Sheila Barrett

2 Leadership historically Throughout history leaders and leadership have fascinated us. Historians, philosophers, academics and particularly journalists are all interested in what makes a failed and a great leader In the past we focussed on the leader (the person) and now we also look at leadership (the process) There is now a lot that we know about leaders and leadership

3 Leadership Today Today leaders and leadership continue to interest us through the media The state of the economy and the world International strife Rapid technological changes Concerns in the UK about financial irregularities and abuses in the healthcare system Leaders and leadership are on our minds

4 Leadership Effectiveness Despite questions as to whether it is the sole factor of organisational success, there is now compelling evidence that leaders and leadership impact on: Culture Climate Employee engagement Productivity Customer satisfaction The well being of the organisation and it s members

5 What sort of leaders and leadership do we need and want? Increasingly there is a push for authenticity and positivity that comes from: The context of rapid change and irregularity and a desire for trust A recognition that command and control styles of leadership do not work in industries that require creativity, adaptation, innovation and care.

6 POSITIVE LEADERSHIP (Kim Cameron 2012) Positive Climate Positive Relationships Positive Communications Positive Meaning Positively deviant leadership (Wooten and Cameron 2010)

7 Authentic Leadership Self-Awareness: The degree to which the leader is aware of; his/her strengths, limitations, how others see him/her and how their behaviour impacts others? Transparency: The degree to which the leader reinforces a level of openness with others that provides them with an opportunity to be forthcoming with their ideas, challenges and opinions? Ethical/Moral: The degree to which the leader sets a high standard for moral and ethical conduct? Balanced Processing: The degree to which the leader solicits sufficient opinions and viewpoints prior to making important decisions? (

8 Mindfulness and Leadership Mindfulness might be a route to positive leadership and authenticity

9 Mindfulness and Mindlessness In everyday language, and in its natural state, mindfulness is an aspect of consciousness that is associated with synonyms such as alert and watchful (Siegel 2010) but when it is a developed state most researchers refer to themes related to the conscious effort of bringing awareness, attention and acceptance to the present moment (Kabat Zinn 2003, Brown and Ryan 2006, Williams et al 2011).

10 Leadership and Mindfulness A causal pathway The mindful leader Increased awareness attention and acceptance of self, others and the environment Positive Individual Team and Organisational Outcomes

11 Exercise Eating one little raisin

12 Mindfulness The literature has two approaches to purposely developing mindfulness 1. Meditative approaches - through the practice of meditation (Kabat Zinn 2003, Williams et al 2008) the focus of current empirical research 2. Through a process of cognitive restructuring and learning which involves attention to and awareness of one s own information collection and processing in the context of social and political influences (Langer 2000).

13 Mindlessness Mindlessness -. We are frequently in error but rarely in doubt Ellen Langer

14 Mindfulness Outcomes Mechanisms of mindfulness Singh (2006) Loving Kindness meditation and positive emotions Fredrickson (2008) Meditation and mental health Williams et al (2008)and Kuyken (2008) Stress reduction Kabat -Zinn (2003) Physiological data Davidson (2005) Positive Organisational scholarship Cameron and Dutton (2006)

15 Mindfulness and Authentic Leadership Mindfulness Less Automaticity Stress Reduction Acceptance Sensory Awareness Positive emotions Authentic Leader awareness of one s thoughts feelings motives and values; unbiased processing acceptance of positive and negative attributes; behaviour acting according to true preferences values and needs rather than being influenced by other rewards or social acceptance; relational orientation truthfulness and openness in close relationships. Approaching

16 Hypotheses Mindfulness will develop the capability of leaders to: Relate authentically in the here and now Approach rather than avoid Stand back from reactivity and automaticity and see an appropriate response to conflict, stress, and problems etc Attend to information in the present and value and see different perspectives Manage their own stress

17 Thank you