Six high-profile UK organisations took part in the study including EDF Energy, Guardian Media Group, Tesco and Unilever. As data in the report demonstrates, one of the most striking elements to emerge from the research was the stark contrast between how outstanding and good leaders behaved.
Outstanding leaders focus on people, attitudes and engagement, co-creating vision and strategy. Instead of one-to-one meetings centred on tasks, they seek to understand people and their motives. Instead of developing others through training and advice, they do this through challenge and support. They manage performance holistically, attending to the mood and behaviour of their people as well as organisational objectives. And instead of seeing people as one of many priorities, they put the emphasis on people issues first.
Outstanding leaders are focussed on performance but they see people as the means of achieving great performance and themselves as enablers. They don’t seek out the limelight for themselves but challenge, stretch and champion others, giving them the space and support to excel.
The findings strongly suggest that an approach which connects leaders to people and people to purpose defines outstanding leadership. Leadership that focuses on mutuality and respect is not only good for people but good for organisations too.
For the full research findings, see - http://www.theworkfoundation.com/Assets/Docs/leadershipFINAL_reduced.pdf
No comments:
Post a Comment