Combined
Leadership: what
could possibly go
wrong?
Catherine Staite
Leadership of devolution

Why is it so important?
– Accountability
– Engagement
– Scale of ambition
– Consequences of failure
– Complexity
– Diversity of partners and interests
jobs
environment
safety
education
healthcare
infrastructure
4
Ideas of leadership over time:
traits and ‘great man’ theory
Traits
Systems
Leadership
Emotional
Intelligence
Context
Trans formation
Collective
Whole
Systems
Emotional
Intelligence
Context
Trans formative
Traits
1860
Individual
1960
1980
1990
2000
Ideas of leadership over time:
context and situations
Traits
Systems
Leadership
Emotional
Intelligence
Context
Trans formation
Leadership in different contexts and situations
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
Ken Blanchard
S2
High Directive
and
Low Supportive
Behaviour
DIRECTIVE BEHAVIOUR
Ken Blanchard
High
Ideas of leadership over time: from
transaction to transformation
Traits
Systems
Leadership
Emotional
Intelligence
Context
Trans formation
Kotter’s Transactional and
Transformational Leadership
Transactional (Management)
Transformational (Leadership)
Creating
Agenda
Planning and Budgeting
Developing a plan – a detailed map
of how to achieve results
Establishing Directions:
Developing direction – a vision which
describes a future state and strategy
Developing
HR
Organising and Staffing
Which individual best fits each job
and what part of the plan fits each
individual
Aligning People:
A major communication challenge
getting people to understand and
believe the vision
Execution
Controlling and problem solving
Monitoring results: identifying
deviations from the plan and solving
the ‘problems’
Motivating and inspiring:
Satisfying basic human needs for
achievement , belonging,
recognition, self-esteem, a sense of
control
Outcomes
Produces degree of predictability
and order
Produces changes – often to a
dramatic degree
Ideas of leadership over time:
Emotional Intelligence
Traits
Systems
Leadership
Emotional
Intelligence
Context
Trans formation
Goleman’s Six Leadership Styles: applied emotional
intelligence
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
The leader’s
modus operandi
Demands
immediate
compliance
Mobilises
people toward a
vision
Creates harmony
and builds
emotional bonds
Forges
consensus
through
participation
Sets high
standards for
performance
Develops people
for the future
The style in a
phrase
“Do what I
tell you”
“Come with me”
“People come
first”
“What do you
think?”
“Do as I do,
now”
“Try this”
Underlying
emotional
intelligence
competencies
Drive to
achieve,
initiative,
self-control
Self-confidence,
empathy,
change catalyst
Empathy,
building
relationships,
communication
Collaboration,
team leadership,
communication
Conscientious
ness, drive to
achieve,
initiative
Developing
others,
empathy, selfawareness
When the style
works best
In a crisis, to
kick start a
turnaround,
or with
problem
employees
When changes
require a new
vision, or when
a clear direction
is needed
To heal rifts in a
team or to
motivate people
during stressful
circumstances
To build buy-in
or consensus, or
to get input from
valuable
employees
To get quick
results from a
highly
motivated and
competent
team
To help an
employee
improve
performance or
develop longterm strengths
Overall impact on
climate
Negative
Most strongly
positive
Positive
Positive
Negative
Positive
Goleman, D. (2000), Pg 82-3, Leadership That Gets Results,
Harvard Business Review (Reprint R00204)
Ideas of leadership over time:
systems leadership
Traits
Systems
Leadership
Emotional
Intelligence
Context
Trans formation
Leadership in complex systems
“The difference between linear and complex
adaptive systems is the difference between
throwing a rock and throwing a bird”
Jake Chapman, “Systems failure”
“The most common leadership failure stems
from attempting to apply technical solutions
to adaptive challenges”
Ronald Heifitz
Technical problems v. adaptive challenges
Far from
agreement
SystemLeadership
Leadership
Systems
Focus on purpose, users, benefits
Ordinary Management
• Technical/rational decision
making
• Simple structures
• Effective procedures
Close to
agreement
• Monitoring/co-ordination
• Saying
Purpose,
users
andexperiments;
benefits
‘yes to the
mess’;
different
perspectives; curious
•diversity;
Curiosity,
experiments,
diversity
Encouraging
connections, conversation,
relationships,
building networks/coalition
• Connections,
Challenging
habits and
assumptions;
conversations,
networks,
coalitions
Reducing
power differentials – those who do
the work – doassumptions
the change
• Challenging
• Containing
anxiety
• Reducing
power
differentials
• Containing anxiety
• Providing direction
Near to certainty
Far from certainty
Collective
Whole
Systems
Emotional
Intelligence
Context
Trans formative
Traits
1860
Individual
1960
1980
1990
2000
Ideas of leadership over time: do we need a
‘great man’ or an adaptive system?
Traits
Systems
Leadership
Emotional
Intelligence
Context
Trans formation