The future shape of
local government:
skills to lead
Catherine Staite
INLOGOV
The practice of leadership



Leadership is a journey
Framing your challenges can help you match your
leadership to your situation and context
Useful models;
– Situational and contextual leadership
– Leading change
– From transactional to transformational
– Developing your personal style
Framing your challenges

A frame is: “a set of internalised concepts and
values that allow us to accord meaning to
unfolding events and new information.”
Key points on frames

Frames trump facts

Don’t just negate, reframe

Once you have established a new frame and it has
become widely accepted, ideas that were
previously unthinkable become “common sense”
Situational Leadership
THE FOUR LEADERSHIP STYLES
SUPPORTIVE BEHAVIOUR
High High Supportive
and
Low Directive
Behaviour
High Directive
and
High Supportive
Behaviour
S3
S4
S1
Low Supportive
and
Low Directive
Behaviour
Low
S2
High Directive
and
Low Supportive
Behaviour
DIRECTIVE BEHAVIOUR
Ken Blanchard
High
Leading in a culture of change
ENTHUSIASM
Leaders
Moral
Purpose
Understanding
Change
Coherence
Making
Relationship
Building
Knowledge
Creation
& Sharing
Teams
Commitment
Results
More good things happen; fewer bad
things happen.
Michael Fullan
Transformational Leadership
Charismatic:
highly esteemed role models – followers strive to emulate;
align others around a vision, common purpose and mission
Inspirational:
provides meaning and optimism about the mission and its
attainability
Intellectually stimulating:
encourages followers to question basic assumptions and to
consider problems from new and unique perspectives
Individually considerate:
works with followers, diagnosing their needs, transcends their
self-interests, enhances their expectations and develops their
potential
What works – and why?
High
Amount of
change needed
High Transformational
Low Transactional
High Transformational
High Transactional
Low Transformational
Low Transactional
Low Transformational
High Transactional
Low
Source: Kotter, J. A Force for Change (1990).
Free Press
Complexity of organisation
High
Transformational leadership:
does it really work?
Transformational Leadership has a significantly greater impact
than Transactional Leadership on a variety of subjective and
objective outcome measures, including:





job satisfaction, motivation, and performance of followers
lower levels of stress and burnout amongst staff
more collaborative, innovative, harmonious teams
financial performance of organisations
performance in public sector organisations
Source:
Bass, B.M. & Avolio, B.J., (1996) Postscripts: Recent Developments
for Improving Organisational Effectiveness, Sage
Emotional intelligence: using self-awareness to lead
better
SELF
RECOGNITION
&
AWARENESS
MANAGEMENT
&
REGULATION
OTHERS
SELF
AWARENESS
SOCIAL
AWARENESS
SELF
MANAGEMENT
RELATIONSHIP
MANAGEMENT
Effective
Contextual
Leadership
A new style of leadership
Charm
Creativity
Courage
Leadership