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Organisation transformation by consciously improving leadership qualities.
Organisation transformation by specifically improving team leadership skills of persons in positions of authority.
This page is especially dedicated to Human Resources Specialists, Human Relations Specialists, Strategic Planners and persons responsible for organisation transformation, organisation improvement or organisation culture change.
Valuable links to scientific research findings on team leadership effectiveness:
Here is our publication titled “Helping Hand for Human Relations Specialists”, with questionnaires inside to help an organisation gauge its overall position with regard to leadership qualities and ways to elevate it to a preferred position.
Clarification of the importance of the questionnaires inside this publication:
The first two questionnaires are based on the research outcomes on “Dynamic Team Leadership” by a knowledgeable University Professor in Creativity and Business Improvement.
Questionnaire 3 is based on the most significant personality traits to improve for enhancing the eleven most significant team leadership skills.
Questionnaire 4 is based on the 11 most significant team leadership skills to cultivate for strengthening the execution of the eleven most significant team leadership principles, which have a 98% impact on the effectiveness of team leadership.
The most significant personality traits, team leadership skills and team leadership principles are based on research outcomes by Psychologists in the USA. It is almost identical to the same training used by the USA Navy, other organisation trainers and several prominent organisations.
By using these questionnaires in an organisation-wide survey, one can identify individual and group shortcomings, which can be used for specific organisation-wide improvement action planning.
The benefits of effective team leadership are:
1. It is the most significant skills asset to endow on the human capital workforce of any organisation.
2. It breeds encouragement for self-growth in needed capabilities.
3. Higher motivation of subordinates.
4. Higher enthusiasm for assigned job tasks.
5. Higher level of initiative in independent problem-solving versus problem reporting.
6. Higher level of creativity in streamlining work flow.
7. Higher satisfaction in the higher order of job satisfiers like self-actualisation.
8. Happier more productive employees.
9. Higher customer/client satisfaction and loyalty
10. Higher organisational gains like profits and growth.
Definition of the core function of a team leader:
A team leader has a twofold responsibility:
1. The first responsibility is task oriented in the form of providing a proper performance management system, which will give subordinates focus and direction, to encourage them psychologically to excel and be more productive in the tasks they are supposed to perform, in support of the organisation strategic plan.
2. The second responsibility is people oriented in the form of providing a psychological environment, which can inspire subordinates to higher innovation and creativity with the tasks they are supposed to perform.
In short, there is a twofold responsibility on a team leader to design and provide two psychological infrastructures, conducive for breeding all-round improvements, wherein subordinates can thrive and pleasurably deliver their best efforts.
People in positions of authority have an obligation to provide both psychological platforms or frameworks, which are in favour of the best interest of the organisation.
Significant research findings already established more than 70 years ago by the Dale Carnegie Institute are:
1. Only 15 percent of one’s financial success is due to technical knowledge like engineering, while 85% of one’s financial success is due to skills in human engineering, such as personality and the ability to lead people.
2. the highest technical knowledge is often not enough, but the person with technical knowledge plus ability to express ideas, to assume leadership and arouse enthusiasm in people, are the most successful.
The same research findings have been re-confirmed in modern times. What then, is holding us back?
Most persons who are placed into positions of authority, will naturally only slowly and gradually grow from a cloudy authoritarian state of mind to a wiser state of mind. In other words, they need some form of intervention to wake them up faster to the wisdom of how to get the best out of subordinates.
Those who may be interested in a blueprint survey questionnaire to evaluate the leadership health in an organisation (your own or another), can get a free copy of this publication by subscribing for free membership. At the same time free membership subscription will also qualify you to receive more than 120 free products.
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“Forget yourself by becoming interested in others. Do every day a good deed that will put a smile of joy on someone’s face.” – Dale Carnegie, the very first person in history to lead and do research on human interrelationships.
Sir Richard Charles Nicholas Branson (born 18 July 1950) is an English business magnate, investor, and philanthropist. He is best known as the founder of Virgin Group, which comprises more than 400 companies.
A healthy organisation culture:
Organizations should strive for what is considered a “healthy” organizational culture in order to increase productivity, growth, efficiency and reduce counterproductive behaviour and turnover of employees. A variety of characteristics describe a healthy culture, including:
– Acceptance and appreciation for diversity
– Regard for and fair treatment of each employee as well as respect for each employee’s contribution to the company
– Employee pride and enthusiasm for the organization and the work performed
– Equal opportunity for each employee to realize their full potential within the company
– Strong communication with all employees regarding policies and company issues
– Strong company leaders with a strong sense of direction and purpose
– Ability to compete in industry innovation and customer service, as well as price
– Lower than average turnover rates (perpetuated by a healthy culture)
– Investment in learning, training and employee knowledge
Additionally, performance oriented cultures have been shown to possess statistically better financial growth. Such cultures possess high employee involvement, strong internal communications and an acceptance and encouragement of a healthy level of risk-taking in order to achieve innovation. Additionally, organizational cultures that explicitly emphasize factors related to the demands placed on them by industry technology and growth will be better performers in their industries.
How to change to a healthy organisation culture:
According to Kim Cameron, Ross School of Business, University of Michigan, organisations wanting to improve culture to a healthy state, must strive to reach the following criteria:
1. Dominant characteristics:
1.1 The organization is a very special place. It is like an extended family. People seem to share a lot of themselves.
1.2 The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
1.3 The organization is very production oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
1.4 The organization is a very formalized and structured place. Bureaucratic procedures generally govern what people do.
2. Organizational leaders:
2.1 The leaders of the organization are generally considered to be mentors, facilitators or parent figures.
2.2 The leaders of the organization are generally considered to be entrepreneurs, innovators or risk takers.
2.3 The leaders of the organization are generally considered to be hard-drivers, producers or competitors.
2.4 The leaders of the organization are generally considered to be coordinators, organizers or efficiency experts.
3. Management of employees:
3.1 The management style in the organization is characterized by teamwork, consensus and participation.
3.2 The management style in the organization is characterized by individual risk-taking, innovation, flexibility and uniqueness.
3.3 The management style in the organization is characterized by hard-driving competitiveness, goal directed and achievement.
3.4 The management style in the organization is characterized by careful monitoring of performance, longevity in position and predictability.
4. Organization glue:
4.1 The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.
4.2 The glue that holds the organization together is orientation toward innovation and development. There is an emphasis on being on the cutting edge.
4.3 The glue that holds the organization together is the emphasis on production and goal accomplishment. Marketplace aggressiveness is a common theme.
4.4 The glue that holds the organization together is formal rules and policies. Maintaining a smooth running organization is important.
5. Strategic emphasis:
5.1 The organization emphasizes human development. High trust, openness and participation persist.
5.2 The organization emphasizes acquiring new resources and meeting new challenges. Trying new things and prospecting for new opportunities are valued.
5.3 The organization emphasizes competitive actions and achievement. Measurement targets and objectives are dominant.
5.4 The organization emphasizes permanence and stability. Efficient, smooth operations are important.
6. Criteria of success:
6.1 The organization defines success on the basis of development of human resources, teamwork and concern for people.
6.2 The organization defines success on the basis of having the most unique or the newest products. It is a product leader and innovator.
6.3 The organization defines success on the basis of market penetration and market share. Competitive market leadership is key.
6.4 The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low cost production are critical.
Source: In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing
Continuous incremental performance improvement:
Continuous incremental performance improvement of systems, processes, machines, equipment, products and services is achieved through continuous incremental improvement in knowledge, skills, competencies, experience, research, learning and transformation of innovative ideas into reality by human beings with their godly bestowed incredible brains.
The ways and methods we use to challenge, stimulate, motivate, communicate, influence and unlock the brain power of each other to make our surroundings, our organisations and our world a better place, are therefore of paramount importance for improved changes.
We gain continuous incremental improvement in knowledge, skills, competencies and capabilities through study and learning in the following ways:
1. Continuous education
2. Continuous coaching
3. Continuous training
4. Continuous mentoring
5. Continuous development efforts
6. Continuous implementation of new knowledge
The greatest challenge for organisations is to improve and utilize the power of human talent through the best tested research results and practices of team leadership.
Talent development refers to an organization’s ability to align strategic training and career opportunities for employees. Training can sometimes also be referred to as a tool for change management and improved organizational culture.
Teams become effective because they are allowed to and encouraged to become effective by an effective team leader.
Different prominent leaders in business and various industries say the biggest asset in their organisations is human capital.
One can get two different organisations in the same industry, making use of the same technology, machines, equipment and processes, yet the one can outperform another one due to the difference human beings can make to the end results.
See the video below on project planning and execution. This methodology as advocated in engineering degrees for big construction projects, can also be used for other non-engineering types of projects. For instance, the critical path method (CPM) can be used for planning a change in organisational culture.
Click the arrow to start the video:
At what level are your leadership growth?
If one makes use of the CPM for analysis reasons, one can just as well take it a step further and also use PERT. Here is a short description of PERT borrowed from Wikipedia:
“The program (or project) evaluation and review technique, commonly abbreviated PERT, is a statistical tool, used in project management, which was designed to analyze and represent the tasks involved in completing a given project. First developed by the United States Navy in the 1950’s, it is commonly used in conjunction with the critical path method (CPM).”
My way of thinking: Do I have a positive productivity? Is the value that I give back to my organisation equal to or greater than my total cost to the organisation?
If one does not think in this way, one will not have the constant urge to improve oneself and things around oneself.
Let this be a wake-up call to all of us.
Primary and secondary style: The primary leadership style is the one that shows instinctively, from deep-rooted belief systems about human behaviour. What comes out of your mouth can influence others negatively or positively; restrictively or encouraging; destructively or constructively. “My way or the highway”.
The secondary leadership style is the one where we fall back on, when the primary one fails miserably. It is what we have learned over time that can also sometimes works.
The challenge is to merge the two into one natural style, which can bring forth the best in our subordinates.
How to change: We were not born with our habits, attitudes and self-images but we gradually developed them.
It is not like a hereditary trait or disease in the genes or cells. We can group habits, attitudes and self-images as psychological beliefs!
That is why it is possible to change them. Because of their psychological basis, we can change them by means of psychological methods such as new development goals, visualisation, imprinting and imagery.
Anyone can become a leader. All the characteristics and traits of leadership can be acquired through learning and practice.
Leadership is not synonymous with assertiveness, despotic behaviour or managerial position. Assertiveness is a good quality only if it can be backed up by respect. Respect stems from various sources as outlined lower down on this page.
Management is about doing things efficiently. Leadership is about doing things differently, in new ways, in better ways. Leadership is about lateral thinking, being innovative and creative.
Leadership is not limited to the top echelon in an organisation. Any person in an organisation, who can differentiate him or herself by being inventive, can be a leader. If you display inventiveness, others will follow your direction naturally out of respect.
Leadership does not follow lines of authority. More often than not, creativity stems from the floor level nearest to the processes and problems. Leadership is therefore by no means limited to the formal structure of supervisory and managerial positions.
The role of leadership can be earned in many ways, small or big. For instance, you can display leadership and earn respect from others in the following ways:
– Expert or superior knowledge about a subject or something
– Excellence in execution of tasks
– Positive attitude, high morale
– High ethical values and codes of conduct
– Good human relations
– Streamlining paper work, production, methods and your use of time
– Being innovative or creative
Innovativeness usually results in bigger leaps with more benefits and profits. It can therefore be most profitable for an employer to cultivate, encourage and support the development of creativity and risk taking in all employees.
Therefore, the most important quality to develop and the fastest way in order to become a leader, is through creativity. To improve leadership further, one must be able to induce innovativeness and creativity in subordinates.
The necessity of a formal performance management system can become less important, when the majority of the workforce of an organisation becomes mature enough to replace the formal system with a personal self-driven informal monitoring system. In other words, it can be abandoned, when individuals have received ample internal/external training to apply all the elements of a performance management system automatically themselves on an individual basis, without being officially forced to do so. However, how many can lay claim to this type of knowledge and maturity?