African Leadership in ICT. 360 Degree Assessment

Transcription

1 African Leadership in ICT 360 Degree Assessment

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 direct report, peers, supervisors and stake holders

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 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.

6 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.

7 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

8 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

9 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

10 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

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

12 Sample Report Test Report

13 Schedule and method of sharing the report February and March 13 Face to face for Namibia and Kenya Via skype for other countries

14 Professional Development Plan

15 Personal development Plan PDP is a tool to: identify your required areas for development list what learning activities you are going to undertake to achieve this development state how the development links in with your individual needs, as well as those of your business

16 Personal Development Plan Step 1 Identify Your Leadership Strengths and Development Targets Four field analysis study your four field analysis of your 360 report Key strengths - How can you use your strengths to help you as a leader? Key strength reflection - Steps you could take Key development targets- reflection

17 Personal Development Plan Step 2 Creating Your Personal Development Plan Development Goal Criteria for Success Strategies Action/next steps Resources

18 Personal Development Plan Sharing Your Personal Development Plan Time frame: complete in 1 week after 360 review Sharing with Your Supervisor Signing: you and your supervisor sign the plan Upload on Moodle on or before 29 th April 2013

19 Thank you