1. Leadership in the Public Services

1. Mintzberg
2. Interpersonal skills:
   1. Figurehead
      1. Leadership
         1. Liaison
3. Information skills:
   1. Monitor
      1. Disseminator
         1. Spokesperson
4. Decisional roles:
   1. Entrepreneur
      1. Disturbance handler
         1. Resource allocator
            1. Negotiator

1. Manager:
   1. administers
      1. maintains
         1. systems & structures
            1. relies on control
               1. bottom line
                  1. does things right
2. Leader:
   1. innovates
      1. develops
         1. focus on people
            1. inspires trust
               1. eye on the horizon
                  1. does the right things
3. Hollingsworth

1. Structure
2. Strategy
3. System
4. Skills
5. Staff
6. Style
7. McKinsey Seven S Framework
8. LEADERSHIP RELY ON:
9. MANAGEMENT RELY ON:
   1. Watson

1. Reward Power

   Nota:

   • based on the subordinate's perception that the leader has the ability to control rewards that the followers are looking for
   1. Coercive Power

      Nota:

      • Based on fear & the subordinate's perception that the leader has the ability to punish or to cause an unpleasant experience for those who do not comply
      1. Referent Power

         Nota:

         • Based on the subordinate's identification with the leader
         1. Expert Power

            Nota:

            • Based on the subordinate having the perception that the leader is someone who has access to information & relevant power
            1. Legitimate Power

               Nota:

               • Based on authority and not on personal power
2. French & Duncan

1. Focus on task completion
   1. Vigour and persistence in the pursuit of goals
      1. Venturesomeness & originality in problem solving
         1. Drive to exercise initiative in social settings
            1. Self confidence
               1. Sense of personal identity
                  1. Willingness to accept consequences of decisions and actions
                     1. Readiness to absorb interpersonal stress
                        1. Willingness to tolerate frustration & delay
                           1. Ability to influence behaviour of others
                              1. Capacity to structure social systems to the purpose at hand

1. Ability
   1. Sociability
      1. Motivation

1. Negative view on human nature
   1. Worker not motivated to work, doesn't want to be there
      1. Coercion & control the only way to get people to work hard

1. Positive view on human nature
   1. Workers will actively seek responsibility
      1. Leadership style one of encouragement & facilitation, encouraging creativity & innovation

1. Leader pays close attention to work of subordinates

1. Leader is interested in developing cohesive working groups & ensuring that employees are satisfied

Nota:

• Leadership Behaviour Description Questionnaire

1. Formal lines of communication & control, leader determines how tasks are performed

1. Leaders shows concern for their subordinates, warm supportive climate

1. No single leadership style that is correct for every situation, for every leader, in all circumstances
   1. Fielder
   2. Least-preferred co-worker scale to identify style of leader
      1. High score=people oriented
         1. Low score=task oriented
2. Proposed that leader has to adapt style to suit situation, and success of leader was related to knowledge of the maturity level of employees
   1. 4 levels of maturity:
      1. Unable and unwilling
      2. Unable and willing
      3. Able and willing
      4. Able and unwilling
   2. Hershey & Blanchard
3. Leadership & management intervention is proposed to be on a continuum dependent upon skills, expertise & experience of the group
   1. Tannenbaum & Schmidt
   2. Closer supervision for subordinates who are inexperienced or lacking in skills at first
   3. Close attention & supervision reduces over time, once skills & experience have developed
4. Leaders must balance the needs of the Task, Team & Individual, & vary the amount of attention he pays to each o these 3 areas according to the requirements of the situation
   1. Task element-setting clear objectives & expectations, & managing processes required for people to follow
      1. Team element-ensuring communication & interactions between team members are smooth, & that workload is balanced across the team
         1. Individual element-considering the individual needs of people & spending time & effort getting to know how individuals are feeling

1. To transform people & orgs in a literal sense, changing them in heart & mind, enlarging their vision & clarifying purpose
   1. Builds on need for meaning
      1. Preoccupied with purpose, values, morals & ethics
         1. Transcends daily affiairs
            1. Long term goals without compromising human values
               1. Focuses more on mission & strategy
                  1. Releases human potential-identifies talent
                     1. Designs & re-designs jobs to make them challenging & meaningful
                        1. Aligns internal structures & systems to reinforce overarching values & goals

1. 'Business as usual' where leaders gain their workers' commitment to a task by rewarding them in line with expectation of the role
   1. Builds on the need for a man to get the job done
      1. Is preoccupied with power, position, perks & politics
         1. Is mired in daily affairs
            1. Short-term & hard data oriented
               1. Focuses on tactical issues
                  1. Relies on human relations to lubricate human interactions
                     1. Follows & fulfils role expectations by striving to work effectively within current systems
                        1. Supports structures & systems that maximise efficiency & guarantee short-term profit
      2. Covey

1. Leader behaviour is acceptable & satisfying to followers to the extent that they see it as an immediate source of satisfaction or instrument to future satisfaction
   1. Picks from:
      1. Directive
      2. Supportive
      3. Participative
      4. Achievement-oriented

1. Able to motivate, rebuild morale & promote strong vision for future

1. dominant personality & desire to influence others
   1. strong role model behaviour
      1. articulation of ideological goals
         1. high expectation of followers & a confidence that expectations will be met

1. Knows when to ask questions
   1. Chooses to delegate & share roles
      1. Builds on & appreciates diversity
         1. Seeks out talented people
            1. Develops colleagues & creates a sense of mission & purpose
2. Belbin

1. Informational Teams
   1. Consultative Teams
      1. Coordinating Teams
         1. Decision-making Teams
2. Wagerman, Fisher & Hackman

1. Focuses on everyone in the org as being involved in the org's future
   1. Promotes the concept of emergent leadership, orgs to develop leaders throughout org & not just at the top
      1. Relies on ability of individual to influence through their social interactions & not position
         1. Emphasises outcomes of effective leadership, rather than ability of leaders to prove themselves competent in various skills

1. Relies on predictability of events

1. Emphasises uncertain conditions & involves bringing in contingencies

1. Political changes
   1. Leadership changes
      1. CG interference
         1. Variety of stakeholders

1. Reducing costs
2. Obtaining value for money

1. Mixture of sensitivity & toughness

   Nota:

   • Sensitivity to gauge both external & internal environments & to assess the risks of failure
   • Toughness to persist with strategies to ensure the org is moving in a purposeful direction
   1. Wisdom to refrain from managing components of the org but rather provide leadership
      1. mapping environ to org & org to environ
      2. managing interplay bet tasks & processes when change is required
      3. Skill to spot leading edge of an activity

1. Structure
   1. Lawful delegation of authority & external controls that leaders work within
2. Craft
   1. Leaders' behaviours & personality
3. Institution
   1. Pub sec leader has strong opps to devise strategy, based on matching known external demands with internal motivation to achieve goals

1. The ability to anticipate, envision, maintain flexibility & empower others to create the strategic change necessary
2. Exercising Power:
   1. Mete out resources
      1. Shape behaviour through reward & consequence
         1. Advance on multiple fronts
            1. Make the first move
               1. Co-opt antagonists
                  1. Remove rivals, if possible
   2. Make the vision compelling
      1. Make important relationships work-no matter what
         1. Persist
            1. Use the personal touch
               1. Don't draw unnecessary fire
   3. Barriers:
      1. Believe world is just place & everything will work out
         1. Following socially acceptable desires for leaders to be truthful, modest & self effacing
      2. Choosing not to actively seek power, guarding themselves from experiencing a knock to their self-esteem when they fail
      3. Pfeffer

1. 1. Establish sense of urgency
   1. 2. Creating the guiding coalition
      1. 3. Developing a change vision
         1. 4. Communicating the change vision
            1. 5. Empowering broad based action
               1. 6. Generating short-term wins
                  1. 7. Never letting up
                     1. 8. Incorporating changes into the culture

1. More specific than regular stakeholder engagement-more focussed on specific policy/service development
   1. Types:
      1. Information giving
         1. Information gathering
            1. Consultation
               1. Involvement
                  1. Partnership
                     1. Empowerment
                        1. Ballots, tenant management associations
                     2. Online forums
                  2. Citizen's juries, workshops
               2. Online, public meetings, surgeries
            2. Surveys, focus groups
         2. Leaflets, websites, public meetings

1. Change should be led by most senior people appropriate
   1. Scale & complexity should be well scoped & maintained
      1. Common ground should be identified, agreement on problems & outcomes
         1. Time devoted to understanding perspectives & values of diff parties
            1. Time & resource devoted to regular & effective communication
               1. Clear & equitable governance arrangement put in place, with transparent decision-making & communication about developments
                  1. Partnership working takes time & resources

1. Political & strategic awareness
   1. Interpersonal skills
      1. Knowledge of the process

1. Individual excellence
   1. Importance
      1. Interdependence
         1. Investment
            1. Information
               1. Integration
                  1. Institutionalisation
                     1. Integrity
2. Moss Kanter

1. Alliances are living systems that evolve
   1. Alliances should involve collaboration rather than mere exchange
      1. Alliances require a dense web of interpersonal connections & internal infrastructures that enhance learning

1. Cultural requirements for innovation:
   1. Risk taking
      1. Resources
         1. Knowledge
            1. Goals
               1. Rewards
                  1. Tools
                     1. Relationships

1. An entity that is seen as having creative & innovative ideas

1. At risk
   1. Compliance led
      1. Incremental
         1. Strategic

1. Make the case
   1. Build networks
      1. Link policy with delivery
         1. Share the learning
            1. Create a learning culture
               1. Run demonstration projects
                  1. Skill-up for public engagement
                     1. Hardwire sustainability into financial processes
                        1. Innovate