Leaders today,
preparing for tomorrow
Inspector Barry Wragg
South Yorkshire Police
Leadership isn't in isolation.
– Sources of Power and Authority:
– Command - which is the position you are placed in.
– Leadership - in which your source of authority is personal
– Management- which is all about your resources and the 3 Es
Challenge
L
C
M
The British Government
• An acknowledgement from the Home Office that previous leadership
courses were good at command and control but no emphasis on
facilitative leadership that is vital for today’s partnership working.
• Greater emphasis should now be given to transformational leadership
• Two Home Office Reports– Getting the best leaders to take on the most demanding challenges - talent pool
not being developed or maintained.
– Police Leadership, Expectations and Impact - training alone will not be
sufficient to deliver appropriate leadership. It needs clear statements about what
kind of leadership is expected and these statements need to be effectively
enforced if real improvements in leadership standards are to be achieved. Clear
statements of expectations cannot guarantee better leadership, however, unless they
are effectively embedded in the functioning of selection, appraisal and
development systems, and this will not be a simple task.
Transactional &Transformational
•
•
•
Transactional
Relies on human relations to
lubricate human interactions
Fulfils role expectations by
striving to work effectively
within current systems
Supports structures and
systems that maximise
efficiency and performance
•
•
•
Transformational
Releases human potential –
identifying and developing new
talent
Designs and redesigns jobs to
make them meaningful and
challenging
Aligns internal structures and
systems to reinforce overarching
values and goals
Transformational
+ Transactional
= Situational
RELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENT
BEHAVIOURS & STYLES
TRANSFORMATIONAL
LEADERSHIP
Inspiration
Empowerment
Personal strength and sensitivity
Recognition and support
Team building
Articulate vision and values
TRANSACTIONAL
LEADERSHIP
Innovate and Challenge
Example
Planning
Analysis
Training
Monitoring
Evaluation
Organisation
Control
MANAGEMENT
Acknowledgements to the RAF
Facilitative
Organisations need the type of leader
who works from a set of core values
consistent with the concepts of
empowerment, commitment,
collaboration, learning, and
partnership.
Facilitative
• Empowerment - means your staff
understand your intentions, but crucially..
• They have the ability to undertake actions
without always waiting for your approval.
• Ever worked in an office where you have to wait
for the boss to return and give approval before
you can undertake a vital (or even routine)
change?
• Are Leaders restricting your abilities???
I’m not sure let me check with my manager and get back to you
or
I’m sure that will be OK I’ll just have to check with my manager first though
or
Yes that’s will be OK We can do that for you
Communication
&
Empowerment
200 years since the death of
Admiral Nelson
at the
Battle of Trafalgar
Leadership isn't in isolation.
– Sources of Power and Authority:
– Command - which is the position you are placed in.
– Leadership - in which your source of authority is personal
– Management- which is all about your resources and the 3 Es
Challenge
L
C
M
Leadership isn't in isolation.
– Sources of Power and Authority:
– Command - which is the position you are placed in.
– Leadership - in which your source of authority is personal
– Management- which is all about your resources and the 3 Es
Challenge
L
C
M
The well-equipped leader: able to manage a substantial
challenge in consequence of having solid sources of authority in
each of the three domains of command, management and
leadership.
Interesting Leadership Quotes
• Commanders are not leaders until their position has been
ratified in the hearts and minds of those they command
• Those who need a rank don’t deserve it, and those who
deserve a rank probably don’t need it.
RELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENT
BEHAVIOURS & STYLES
TRANSFORMATIONAL
LEADERSHIP
Inspiration
Empowerment
Personal strength and sensitivity
Recognition and support
Team building
Articulate vision and values
TRANSACTIONAL
LEADERSHIP
Innovate and Challenge
Example
Planning
Analysis
Training
Monitoring
Evaluation
Organisation
Control
MANAGEMENT
Acknowledgements to the RAF
RELATIONSHIP BETWEEN LEADERSHIP AND MANAGEMENT
BEHAVIOURS & STYLES
TRANSFORMATIONAL
LEADERSHIP
Inspiration
Empowerment
Personal strength and sensitivity
Recognition and support
Team building
Articulate vision and values
TRANSACTIONAL
LEADERSHIP
Innovate and Challenge
Example
Planning
Analysis
Training
Monitoring
Evaluation
Organisation
Control
MANAGEMENT
Acknowledgements to the RAF
Case Study
Chief Constable issues ‘Statement
of Purpose and Values.’
“How much communication does it
take?”
Leading People Through Change
Denial
Sabotage
Exploitation
Acceptance
Leaders and Change
• STAGE ONE -COMMITMENT FROM THE TOP
– This must be genuine and sincere. Everyone in the organisation should be
able to see and feel this commitment. There must be genuine belief that
there is the need for this. If the three steps above are not present from the
start, then there is no possibility of success.
• STAGE TWO - CREATE THE ENVIRONMENT
– Ensure you have a management structure capable of supporting its staff.
Fully brief management as to your intentions. Develop an open and honest
relationship with your staff
• STAGE THREE - UNDERSTANDING THE THEORY
– Listen to presentations and then prepare your own. Keep it simple, start
small with a success. Set standards and expect them of others
Leaders and Change
(Part 2)
• STAGE FOUR - EDUCATE FOR CONTINUOUS
IMPROVEMENT
– Remember that management have only been briefed and will not fully
understand the concept. They require training in
Culture/Concepts/Tools/Techniques. Here they can identify problems, state
their aims to overcome them and jointly commit themselves.
• STAGE FIVE - MISSION STATEMENT
– The support systems are now in place. Management now understand why
the action is being undertaken. The staff can see the commitment from the
top
• STAGE SIX - STEERING COMMITTEE
– Progress the actions for improvement. Don’t try to do too much in the early
stages. Keep it SIMPLE. Simple is cheap, simple is flexible, simple is
visible.
Leaders and Change
(part 3)
• STAGE SEVEN - EDUCATE THE STAFF
– Create staff ownership of the process. Give them the same training that
management received, to ensure development in continuous improvement.
• AIM FOR CONTINUOUS IMPROVEMENT THROUGH
PEOPLE. REMEMBER THE BIGGEST FAILING IS THE
INABILITY TO GET THE BEST OUT OF PEOPLE
Leaders today,
preparing for tomorrow.
Inspector Barry Wragg
South Yorkshire Police