WHAT LEADERS NEED NOW IS INNOVATIVE LEADERSHIP: A CASE STUDY OF LESOTHO NATIONAL IDENTITY DOCUMENT (ID)

Transcription

1 WHAT LEADERS NEED NOW IS INNOVATIVE LEADERSHIP: A CASE STUDY OF LESOTHO NATIONAL IDENTITY DOCUMENT (ID)

2 STRUCTURE OF THE PRESENTATION! Introduction Purpose of the study What are Leaders? What is innovation?! Background to the Case Study Lesotho Demographic Profile Lesotho situation of the CRVS! Organisation change! Vision Setting of the National Registration Department Supporting Pillars to the Success of the Vision! The role of the leader in influencing organisational change! How innovation leadership can help the organisation to perform! Conclusion

3 Purpose of the Study! To investigate the role of leadership in the organizational change and innovation.! The paper argues that the leader as a change agent can manage the process of organizational change more effectively and successfully if h/she is capable and competent.! The process of organizational change demands a very effective and highly competent leadership! Who is capable to perceive the most desirable shape of an organization and address the issue of organizational change in most appropriate way

4 What are leaders?! Leaders are individuals who establish direction for a working group of individuals and who gain commitment from the group of members to established direction and who then motivate members to achieve the direction's outcomes (Conger, 1992, p18)! Leadership comes from the personal qualities of a leader or a Leader makes followership through what s/he does or believes (Grint 2004).

5 Leadership! Is the leader a person in charge?! With the true authority to decide or implement?, or! It is only a person in front who takes h/her directions for someone?! (Northouse 2004) defines leadership as a process whereby an individual influences a group of individuals to achieve a common goal! Leadership is like the Abominable Snowman, whose footprints are everywhere but not seen (Bennis and Nanus 1985).

6 ! In short leadership/leader is either a person who is in charge and has authorities to take decision and also has powers to implement h/her decisions or a process having a set of other authoritative process about organizational, personal or social process of influence for which the groups, teams or organizations can do more to increase their ability. (Bolden 2010).! Leadership is a positive state of mind not a position

7 What is innovation?! An innovation is the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organizational method in business practices, workplace organization or external relations (Oslo manual 2005)

8 Innovation as a process

9 Background to the case study! The Kingdom of Lesotho is a country with the total surface area of about 30,350 square kilometres! Lesotho is landlocked inside South Africa.! It is the highest point in Africa.! The country is divided into 10 administrative districts.! It has four ecological zones: Lowlands, foothills, Orange River valley and mountains.! Lesotho is a mountainous country with more than thousand-odd villages scattered throughout the rural areas which are serviced with inadequate transport infrastructure.

10 Demographic Profile! Country s population was 1,894,194 as per the 2006.! Out of 51.3 percent were women, 48.7 percent were male.! Population density is 31.22per square kilometre.! Out of the total population of Lesotho, 43.9 percent were children under 15 years of age.! The annual population growth rate is 2.7, with a crude birth rate of 38.1 in rural areas and 35.0 in urban areas per 1,000 population.! Life expectancy at birth for period is 60 years for men and 62 for women! The population distribution is predominantly rural, with only 28 percent living in urban areas. (UN, 2012b).

11 The Lesotho Map

12 Lesotho situation of the CRVS! Poor state of functioning of Civil Registration and Vital Statistics (CRVS) in the Mountain Kingdom of Lesotho! Civil registration services were not reaching all the people in the villages especially disfunctional and vulnerable groups! The country has not benefited from a continuous supply of reliable data and vital events to support informed policy making, implementation, and monitoring of development plans.

13 ! CR processes not linking nor interfacing with other relevant government systems and processes! The need for spearheading change management in the department has been a challenging problem for this organisation! Absence of central record management system/archives

14 ! What we are going to demonstrate is a leader who changed the above scenario by managed to register 1,280,292 citizens in one year out of a population of 1,894,194

15 Organisational change! In order to achieve goals in life,! one need to have a vision,! time frame and! follow practical steps and actions to get them accomplished,! these steps require: Knowledge, attitude, humility commitment, sacrifice, tolerance self confidence, creativity, skills and talent to become successful.

16 Vision, Everyone recognized in the Mountain Kingdom

17 Supporting pillars to the success of the vision! Depended upon; Establishment of a strong and well coordinated CRVS system A well coordinated, well resourced, committed, and a dedicated team with ethical values towards work Political will and support from the leadership- of key ministries and stakeholders

18 ! Teams and stakeholders understanding of the fundamental purpose and shared vision of the CRVS system! Adherence to the Core values of CRVS department by team members and stakeholders; " Transparency and accountability " Respect " Credibility " Integrity " Accessibility and timeliness! All staff to be trained on the CRVS system operation

19 ! Use of multi-disciplinary dimension! Participatory approach! Mobilization of resources! Civic education on importance of CRVS

20 The role of leadership in influencing organizational change To bring change within an organisation is to create a better fit within the operating environment The Director General defined the success of the CRVS by assessing whether the goals set for change were met. The critical success factors he used were : " leadership, resources, strategic plan, " teamwork and collaboration, " integrated project management, " performance management system, motivation, " risk management and stakeholder s management.

21 ! establishing a sense of urgency,! creating the guiding coalition,! communicating the change vision,! empowering employees for broad- based action,! generating short terms wins,! consolidating gains and producing more change, and lastly anchoring new approaches in the culture

22 ! He created a monitoring, reporting and evaluation mechanism where people could have the opportunity to measure which of the strategies have achieved their objectives;! to enable them to consolidate information showing implementation progress;! to allow the key stakeholders to learn from each other s experiences;! to contribute towards transparency and accountability;! to allow lessons learnt to be shared easily among the stakeholders;! to provide the means to assess the critical link between key stakeholders and service providers and the public

23 How innovation leadership can help the organisation to perform! An innovative leader does not even need to be the person who creates the idea behind an innovation.! Usually, when people speak of innovators, what they really mean are creative thinkers.! What we mean by innovator is what we will call an innovative leader

24 Three types of innovation applied by DG! Process innovation which is the implementation of a new or significantly improved production or delivery method. changed the current dismal civil registration process established a viable system where all people in Lesotho are provided with a one-stop service for registering providing certificates at less cost and within the shortest possible time. established an efficient, continuous and wellcoordinated civil registration vital statistics system that ensure legal identity for all: " good governance, " accountability process improved, " trusted statistics and evidence based decisions.

25 A product innovation Is an introduction of a good or service that is new or significantly improved with respect to its characteristics or intended uses: provides a good service of legal evidence relevant to claims to inheritance, property, insurance benefits and the legal right of a spouse to remarry. Marriage and divorce records are essential for family rights protection, establishing entitlements for inheritance rights and the right to remarry. It provides accurate up-to-date lists of persons qualified to vote at various electoral levels, such as at the regional, district, ward and village levels

26 An organizational innovation is the implementation of a new organizational method in the business practices, workplace organization or external relations. On a structural level, he created an innovative department He raised the innovative capability of the organization through staff involvement and shared knowledge. He managed to turn around the performance culture of the department by creating confidence in his team He encouraged the team s ability to work together to achieve the desired results. He generated enthusiasm by communicating the vision to his team and the stakeholders in such a way that they were to see the vision themselves and be willing to invest their own time and resources into making it happen.

27 He removed organizational barriers to innovation and encouraged a culture where leaders showed support, confidence in the work He valued individual contribution so that they work by using their maximum abilities and complete the allocated tasks within the given time. The team was given access to appropriate resources, including funds, materials, facilities, information and freedom in deciding what work to do or how do it.

28 Conclusion! The Director General s success of being able to register 1,280,292 citizens in one year out of a population of 1,894,194 as per the 2006 census was centered the innovative leader who used different leadership styles to influence employees to produce creative ideas, products, services and solutions.

29 THANK YOU! Q&A