绩效管理及评估资料总集1(英文版)(11个pdf)5

LEADERSHIP TALENTreviews (LTRs) or executive assessments are built on the assumption that if organisations are to change, people need to change with them.Through LTRs,issues that have long been swept under the carpet can be dealt with.When harnessed,they can act as a unifying hub for addressing broader business issues. A few years ago,the Hay Group conducted a series of competency assessments and organisational climate and leadership-style surveys in 10 identical bottling plants of a global soft drinks manufacturer. The results showed that those bottling plants with the most motivating work climates were also the most profitable.For example: productivity correlated with organisational climate,increasing it up to 30 per cent; 50-70 per cent of organisational climate was dependent on styles of leadership. LEADERSHIP PERCEPTIONS Everyone who leads a team has a leadership style.This is less about how you think you operate and more about the perceptions of those around you.The Hay Group focuses on measuring what matters:the styles that impact most on climate and the dimensions of climate that impact on productivity. The reviews reveal that in the finance sector,outstanding leaders create motivating climates,while poor ones do not.More importantly,through feedback,coaching and leadership development programmes,most leaders were able to employ more productive styles of leadership.Those leaders who have the best performance have the highest scores on the dimensions highlighted in Box 2 (p30). The Organisational Climate Survey collects leadersviews via a questionnaire and compares them with the official outlook contained in company reports.The gaps between these views are the essence of a LTR.Organisational improvement comes from addressing the underlying issues identified. The questionnaire measures six main styles. While there is a partial benefit in judging a particular leadership style,what leaders really need to know is how they are perceived by their team.This will highlight if they are creating an optimum climate for discretionary effort and productivity.LTRs examine this,the breadth and flexibility of the leaders repertoire and if they are choosing the best style to suit the person and the situation.This situational fit is summarised in Box 1 below. When this data is fed back into a coaching relationship or leadership-development programme, it creates a powerful momentum for personal change.Success comes from building “appropriate versatility”.The implication of being over-reliant on any one style is shown in Box 3 (p30). This process looks at the general impact of each style on each of the climate dimensions.Authoritative and coaching styles tend to have the most positive results,while coercive and pacesetting styles have to be specifically aligned to certain situations or their impact can turn out to be negative and counter-productive. leadership style Style leaders AT A GLANCE n The Hay Group carried out a review of 500 executive board-level assessments. n Outstanding leaders excel by the degree to which they establish a clear vision, set high standards, reward appropriately, promote autonomy, minimise bureaucracy and cultivate team spirit. n Styles of leadership shape organisational climate and performance: there is no single right or wrong leadership style. n Leaders who excel draw on a broad range of styles and move between them flexibly. Style effectiveness depends on their appropriate fit to both person and situation. n The willingness to engage personally and change as a result of feedback is what ultimately differentiates the best leaders. ALL LEADERS HAVE A STYLE. HOWEVER, THEIR OWN PARTICULAR VISION CAN GO ASTRAY WITHOUT FEEDBACK FROM THEIR WORKFORCE. WITH A SUCCESSFUL LEADERSHIP STYLE, SAYSCHRIS WATKIN, PERCEPTION IS ALL FINANCIAL WORLD JULY 2002 29 BOX 1: LEADERSHIP STYLES: APPROPRIATE SITUATIONS COERCIVE/DIRECTIVE “Do it the way I tell you.” When the primary objective is immediate compliance. AUTHORITATIVE “This is where we are going and why.” When the primary objective is providing long-term direction or vision. AFFILIATIVE “Its important we all get on.” When the primary objective is creating harmony. DEMOCRATIC “What do you think?” When the primary objective is building commitment and generating new ideas. PACESETTING “ Watch and copy my best way.” When the primary objective is achieving tasks to a high standard of excellence. COACHING “Here is an opportunity to practice.” When the primary objective is the long-term professional development of others. P29-31 WATKIN 6/7/02 4:47 PM Page 35 for future success and be externally benchmarked against best-in-class.The success of LTRs is built on this link between strategy and the behaviour needed to deliver it. Their power also comes from engagement with people at a personal level so they can see the part they have to play in the achievement of strategy and what this means for them in their leadership of others. Climate,styles,competency and role intelligence are one thing the real dividend comes more prosaically through ensuring the CEO/leaders have to face up to what comes out of the feedback they receive. The willingness to engage personally and change as a result of such feedback is what finally differentiates the best leaders from the rest. Chris Watkin consults on leadership talent reviews for organisational change with the Hay Group. leadership style 30 JULY 2002 FINANCIAL WORLD FW CLARITY Everyone in the organisation knows what is expected of him or her Make job expectations clear, connect job expectations to mission objectives, state policies and procedures and make sure lines of authority are clear. STANDARDS Challenging but attainable goals are set for the organisation and its employees Encourage and set challenging goals, give feedback, information and assistance to improve performance and make sure performance measures are adequate and clear. REWARDS Employees are recognised and rewarded for good performance Increase recognition, decrease unwarranted threats and criticism, reward employees in proportion to the quality of their input and provide development opportunities. RESPONSIBILITY Employees have task authority without constantly checking for approval Encourage calculated risk-taking, foster job authority, delegate additional tasks and authority and hold people accountable for outcomes. FLEXIBILITY There are no unnecessary rules, procedures, policies or practices Reduce rules and red tape, encourage new ideas, establish minimum lines of authority and organise for maximum efficiency. TEAM COMMITMENT People are proud to belong to the organisation Resolve conflicts quickly, foster co-operation, resolve issues that interfere with task completion and encourage interaction among team members. BOX 2: HOW TO IMPROVE THE WORKING CLIMATE The affiliative and democratic styles vary in terms of the impact,but tend to be positive if backed up by an authoritative style. IMPLICATIONS Increasingly,organisations are partnering with external human capital consultants to ensure objective LTR data and that the full change potential of such reviews is harnessed. While leadership style and climate measurers are important,feedback is also needed against the right behavioural competencies.So too is factoring in an analysis of critical skills and experience with caree