50 Futures: Leadership Development
QELi
November 11th, 2015
Philip Riley www.principalhealth.org
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2

3

The Fire Triangle
The Education Triangle
4

“This had better be good”
5

The extent to which you feel involved in your job
– Have a say in what happens
– Have control over what happens
Alignment between personal and organisational views and values
6

Who would want to be led by you in a demanding environment?
Why?
Who would not want to be led by you?
Why not?
You have to work with both groups simultaneously
7

8

Professional capital: Transforming teaching in
every school. Hargreaves, A., & Fullan, M. (2012).
New York: Teachers College Press.
Professional Capital
Social Vertical Trust (in Management)
Justice
Collaboration
Decisional Autonomy
Confidence
Human Influence
Possibilities for Development
9

Social capital, knowledge sharing and economic growth
A study of 136 knowledge based american firms with at least 100 employees
Commitment based
HR management
0,50
”Social climate”
Trust
Collaboration
0,43
Common language
Data from
HR-boss
Data from knowledge workers
(7 per firm)
All correlations are significant.
Collins & Smith. Acad Management J 2006;49:544-560.
Economic growth
Knowledge sharing
0,49
Increase in sales
Sale of new products (%)
Data after 1 year

Trust and sales in a Canadian supermarket chain
En study of the significance of the degree to which the employees’ feel being trusted by the supervisors.
Perceived trust
Organizational citizenship
Increased sales
88 supermarkets with a total of 4,000 employees. Large differences between the stores with regard to perceived trust.
Salaman& Robinson. J Applied Psychol 2008;93:593-601.

400
Returns to stockholders in the 100 ”best companies” (with very high social capital*)
Cumulative dividends over 6 years
% 1995-2000
376 %
421 %
Social capital*:
Trust
Justice
Collaboration
300
247 %
193 %
200
100 Other companies
Matched companies
Fulmer et al. Personnel Psychol 2003;56:965-93.

High trust and the economic development of Irma supermarkets 1996-2011
Profit before tax (mil. DKK.)
60
50
40
30
20
10
0
-10
-20
-30
-40
-5.9
0.9
Josefsen starts
6.9
26.5
29.7
32.7
-29.0
-34.8
1996 97 98 99 2000 01 02
44
54
74 75
03 04 05 06 07
70
08
Recent results:
2009: 50.6 mil
2010: 78.5 mil
2011: 72.0 mil
År
Irma was in deep crisis and about to close down. Josefsen built up the social capital of Irma, and the economic results followed

Collaboration between job groups in Southwest
Airlines
• Highest number of passengers per employee
• Highest proportion flying time
• Highest precision
• Highest passenger satisfaction
• Lowest number of lost suitcases
• Very high employee satisfaction
• Very high level of union membership
• No firing of employees – not even in 2001

Precision and customer complaints among
American airlines
US Airways
Complaints per
1000 passengers
Low quality
United
2,0
Delta American
North West
Continental High quality
1,0
Jet Blue Alaska
Arrivals on time %
65
Up in the air. p.5.
70 75 80

Social community at work, productivity and quality
A study of 218 workers in 40 work groups in an American paper mill
Social community
Helpfulness
Sportsmanship
Good behavior
Productivity
(amount)
Quality
(few errors)
Podsakoff et al. J Applied Psychol 1997; 82:262-270.

HCL, a fabulous case.
From 2005 to 2010:
• Four times as many customers
• Trippling of income
• Doubling of ”market cap” (value)
• 50% higher customer satisfaction
• No 1 in job satisfaction
• Fortune: ”Most modern management”
• Harvard: ”Case study in teaching”
• Business Week: ”One of five emerging companies to watch out for”
(Vineet Nayar. Employees first, customers second. 2010).

A study of 293 nurses during 3 months
Critical incidents
(falls, medication errors, other errors)
%
2,8
2,2
2.0
1,7
1,1
1.0
0,6
0.6
1.0
1.1
1.6
1.8
2.1
2.2
0,0
0 - 4 4 - 5 5 - 5.5
5.5 - 6 6 - 6.5
6.5 - 7
Average stress score (VAS scale) in 48 units
7 - 10
Dugan et al. J Nurs Care Qual 1996;10:46-58

Social capital and school grades
A study of 88 American schools
(2,167 teachers, 5,130 parents and 88 leaders)
Social background of the students
Grades in oral
English
Experience of the teachers
Grades in mathematics
Social capital of the schools
Leana & Pil. Organization Science 2006;17:353-366.

Social capital and quality of leadership in the schools of a Danish municipality
Quality of leadership
70
D
C
A
B
E
60
F
DK
G
H
I
50
J
40 L
50
K
60 70 80
Social capital

Psychosocial work environment and productivity in the Dutch home care
A study of 66 companies
Job demands
Job satisfaction
Influence at work
Burnout
Social support at work
Questionnaires to 57,000 employees
Taris et al. Work & Stress 2009;23:120-136.
User satisfaction
Personnel costs
Productivity
Efficiency
Questionnaires to
55,000 users
Information from
66 companies

• Good psychosocial working conditions increases:
– The quality of services and products
– The productivity of the workplace
– The profits to the owners/shareholders
– And all this is good for the company’s competitiveness

Absence and psychosocial factors at work
A study of employees working with clients/patients
Relative risk
1,50
1,00
25%
1,19
1,39
1,71
1,00
0,50
1,58 10%
Good Rather good
Rather bad
Bad
PUMA-study 890 employees
–
+
Violence
Psychosocial work environment
Rugulies et al, 2006

Long term sickness absence. How much is explained by meaning of work and involvement?
Relative risk *
1,5
A study of absence of at least 8 weeks.
12.746 employees followed in registries
1.67
1.48
1.37
1,0
1.0
* Risk is controlled for gender, age, civil status, life style etc.
0.5
High meaning/
High involvement
Low involvement
Albertsen et al. SJPH 2009.
Low meaning Low meaning and low involvement

Self-rated health and absence from work
The association between self-rated health and absence days in the
IPAW project.
Days/year
75,
65.6
56,25
37,5
25.1
18,75
13.5
10.3
7.0
N=994
0,
Excellent Very good
Good Fair
”In general, would you say your health is:”
(SF-36)
Poor

Burnout and long term absence
The association between burnout and absence of 8 weeks or more
Relative risk
3.29
3,0
2.03
2,0
1.0
1,0
Burnout
Low Middle High
Analyses from PUMA. 1.5 years of follow up. Borritz et al 2009.

Sickness absence at the ”50 best workplaces”
(high social capital) in Denmark 2008
0 5 15 20
1,0-1,9 %
10
10
Number of workplaces
2,0-2,9 % 22
10 3,0-3,9 %
4,0-4,9 %
(No information: 4)
Mean value 2.4 %
4
Oxford, 2009.

Relation between aggregate company level social capital at work and sick leave. 18 companies,
953 employees. P = 0,0012.
Lee & Zhou, 2011.

”Great place to work”
– lower turnover of personnel
Voluntary turnover
%
Comparison with 100 companies that were not among the best and labor market total. US.
Average for the US
30
The ”100 best”
The ”100 second best”
23 %
20
14 %
12 %
10
Lymann, 2008

Social capital and intentions to quit at 8 workplaces in the social sector
Intentions to quit
60
50
A
G
H F
B
E
40
30
20
50
”The strong fellowship” 2009.
60 70
D
C
80
Social capital

Job satisfaction
Social capital and job satisfaction
D
C
70
60
A
H
G
50
50
”The strong fellowship” 2009.
60
B
F
E
70 80
Social capital

Social capital and commitment to the workplace in elementary schools
Commitment
80
70
60 Mø
50
50
Gr
Ka
Ro
Ba
So
Hy
Sp
Te
Sv No
Ly
DK
60 70 80
Social capital

Social capital and innovation in a large American company
Social capital:
Cooperation
Social capital:
Common goal
Social capital:
Trust
Sharing of knowledge
Innovation
A study of trust and collaboration between 15 independent units i a large international electronic company with 31,000 employees
Tsai & Ghoshal, 1998

Quality of life and job satisfaction at nursing homes in the US – a question of collaboration
105 residents and 252 employees at 15 nursing homes
Quality of life of residents
Relational coordination
(between occupational groups)
Job satisfaction of the employees
Gittell. 2009 p. 35-39.

Service climate and customer loyalty in Spanish hotels and restaurants
A study of employees and customers in 114 companies
Company resources.
(Education, influence)
Service quality
Engagement and involvement
Service climate
Information from employees
Customer loyalty
*
Information from customers
* Customer loyalty: That the customer would like to return and would like to recommend the place to others.
Salanova et al. J Applied Psychol 2005;90:1217-1227.

Citizens/customers
High customer/citizen/patient satisfaction
Good psychosocial conditions and satisfaction at work
The workplace
High productivity, quality, and innovation
Products/services

Will
• It is possible to have a problem without having the necessary resources or motivation to do something about it.
• It is better to take a conscious decision not to do anything about a problem than to talk about acting without actually doing anything!
• Do what you say, and say what you do!
• Resources and commitment are necessary conditions for success. If people at the workplace do not believe in their own actions, they will fail.

• If a workplace has many potential focus points it is often a good idea to get the priorities right. If you focus on many things simultaneously, you will often fail.
• Do not give priority to more than 2-3 areas at the same time. To give priority to more is the same as not giving priority to anything.
• Work with clusters of factors – not with individual factors.

• Low influence, high work pace, low meaning, few possibilities for development.
• High emotional demands, low role clarity, high role conflicts, high meaning.
• High work-family conflicts, high quantitative demands, high influence, high meaning
• Low trust, low justice, low quality of leadership, low job satisfaction

• Some work environment factors are at job-level .
(For instance demands, influence, meaning, etc.)
• Others are at group or department level . (For instance quality of leadership, predictability, recognition, social support, etc.)
• And finally, some are at workplace level (For instance justice, trust, etc.)

The strong triangle: The hospital kitchen in Vejle
”The best workplace” in the Region of Southern Denmark
Extremely high patient satisfaction
Very high social capital and job satisfaction
High quality: ”The best restaurant in town”

• Food quality: Taste, look, nutrition, hygiene, acceptability.
• Productivity: All processes analyzed with regard to price and time. (Lean).
• Trust, justice, respect, and pride.
• Self confidence of all employees.

One figure shows it all: Social capital and quality of leadership.
Quality of leadership
75
The region
70
65
The hospital
60
55
80
Social capital
50 60 70
The high social capital department

Social capital and patient satisfaction.
Departments of a hospital
% High patient satisfaction
60
National
Study of patient satisfaction
50
40
30
20
Hospital
50 60
Company survey
70 80
Social capital

How to Reform Public Schools
THE PREDOMINANT IDEOLOGY
Power of the Individual: Reform efforts are focused on improving the capabilities of the individual teacher.
Wisdom of the Outsider: Bring in outside experts —or even novices —to solve problems.
Principal as Instructional Leader: The principal is the leader of school instructional reform.
THE REALITY
The Power of the Collective: The teaching staff is engaged in school reform collectively.
Reform from Within: Trust and meaningful communication among teachers are the bases of true reform efforts.
Principal as Protector: The principal supports teacher reform efforts through building external relations.
(Leana, 2011)