leading for high performance teams
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- Shanon Phelps
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1 leading for high performance teams Ellie Boughton & Dr Peter Langford 6 th July th Industrial and Organisational Psychology Conference, Perth, Australia Ellie.boughton@voiceproject.com Page 1
2 overview Introduce VOICE leadership 360 model Present research data linking leadership to high performing team metrics perceived effectiveness Implications for leadership development Page 2
3 what is good leadership? VOICE leadership model based on literature review of elements that best predict leadership excellence and theories of organisational behaviour The model has published reliability and construct validity based on ratings of 3800 leaders at all levels Page 3
4 voice leadership factors factors voice organise innovate connect enjoy essence express & strive towards your mission & values plan, implement & monitor your approach explore, learn & continuously improve involve, recognise & develop others manage stress, health & wellbeing Page 4
5 investigating the link to performance VOICE leadership competencies? team effectiveness leadership competencies 193 leaders were evaluated by 3 or more co-workers using the VOICE leadership 360 (average of 6 raters / leader) The majority of leaders were from the private sector (79%) and in senior management positions (54%). Leaders were almost all located in Australia team effectiveness Leaders were asked to evaluate their team s performance on a number of metrics: Employee turnover Absenteeism Productivity Change & Innovation Customer Satisfaction Organisation Page 5
6 research outcomes 1. Profile of typical leader 2. Links between leadership and team performance 3. Links between leadership and co-worker perceptions Page 6
7 leadership competence 4.20 Med 3.0<4.2 Low <3.00 voice organise innovate connect enjoy Vision & Page 7
8 Page 8 strengths voice organise connect enjoy innovate
9 Page 9 weaker areas voice organise connect enjoy innovate 1 2 3
10 lower higher gap analysis team performance Behaviours towards the right (higher importance ) correlate more strongly with composite team effectiveness score. Ideally, behaviours should rest in the oval where there is a good match between performance and importance. Behaviours in the bottom right corner are potential priorities for action. maintain promote - Gap analysis from 1,186 employees rating 193 leaders, predicting a composite team effectiveness score comprising turnover, absenteeism, & manager reports of productivity, change & innovation, customer satisfaction, & achieving objectives limit lower Importance prioritise higher Page 10
11 lower higher gap analysis perceived effectiveness Behaviours towards the right (higher importance ) correlate more strongly with perceived effectiveness score. Ideally, behaviours should rest in the oval where there is a good match between performance and importance. Behaviours in the bottom right corner are potential priorities for action. maintain promote - Gap analysis from 1,186 employees rating 193 leaders, predicting coworker ratings of perceived effectiveness limit lower Importance prioritise higher Page 11
12 implications for leadership development Page 12
13 1. drivers of both performance and perceptions Team Perceived Effectiveness - People working with leaders high on these competencies say: I find you to be especially good at relating to people authentically, treating them as unique individuals and developing their strengths You are very enthusiastic You have a strong problem-solving ability, and an ability to find practical solutions Page 13
14 2. how to lead for high performance Team Perceived Effectiveness - * For a typical leader, is likely to be the biggest development opportunity Page 14
15 3. how to manage perceptions Team * - Perceived Effectiveness To manage perceptions and be seen as an effective leader, it is critical to manage relationships with your co-workers Page 15
16 questions? Page 16
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