John Alban-Metcalfe MA (Oxon) PhD CPsychol Director, Real World Group

Multi-rater feedback in leadership development, with particular reference to the TLQ BMA, Tavistock Square, London - 25 March 2010Association for the Study of Medical Education

Some organisations we’veworked withPolice

- the Metropolitan Police- West Midlands, W Yorkshire- Merseyside, Norfolk

Councils- Tameside, BlackburnwDarwen- South Tyneside, Kirklees- Haringey, Leeds - Bradford City

Yorkshire Ambulance TrustFRS

- N Yorks- W Yorks- Darlington & Durham

NHS• Derbyshire PCT• St George’s Teaching Trust• Sunderland City Hospitals Trust • Calderdale PCTNHS Institute for Innov & Improv’t.Academy for Large Scale ChangeUniversities• Durham, Newcastle• Lancaster, Sheffield Hallam,

Glasgow Cal, Univ. of W ScotAppointments CommissionAudit CommissionCWDC, NCSL, NLIAH, Scot GovtIDeA , UK Border AgencyLFHE, NPIA

Leaders and leadership

Leader – defined by position or role, or by actionsperformed? Leadership – defined as a process, that involves influencing others, occurs within a group context, and involves goal attainment.

(Northouse, 2007).

… or leadership is

• ‘defining organizational reality’(Bryman, 1996).

• “an alternative approach would be to describe leadership as a shared process of enhancing the collective and individual capacity of people to accomplish their work roles effectively …

• “ … the leadership actions of any individual leader are much less important than the collective leadership provided by members of the organisation”

(Yukl, 1999).

What is leader development? • Leader development is a process by which

individuals become more self-aware, able to perform certain actions more efficiently and effectively

• Results in an increase in ‘Human Capital’

• May result in power and influence in the hands of one person / a small group

What is leadership development?• Leadership development is a process which

enables power and influence to be exercised by all staff, at all levels in an organisation, or partnership

• Results in an increase in ‘Social Capital’

• Should result in organisations and communities benefit in terms of their wellbeing, and in being able to perform more effectively, thereby increasing productivity and profitability

Multi-rater feedback

• A formal process whereby an individual (‘target’manager (TM)) receives feedback on their performance in a role

Range of raters • Typically:

• Self-rating • Rating by direct reports • Rating by peers • Rating by other internal others • Rating by external others

Correlations between ratings

DIRECT REPORTS

PEERS

BOSS

TARGET MANAGER

r = 0.2-0.3

r = 0.2-0.3

r = 0.2-0.3

r = 0.5-0.6

r = 0.5-0.6

r = 0.5-0.6

Some implications

• The higher the ‘target’ managers’ self x direct report correlation, the greater the direct reports’ job satisfaction & motivation

• The higher the self x direct report correlation, the more likely that the ‘target’ manager will be rated as transformational or engaging

Important principles • Data should be collected in ways that ensure the

anonymity of the rater • The report is confidential to the ‘target manager’,

and should not be seen by anyone else without her/his permission

• 360/MRF is a diagnostic process • It should be used for developmental purposes,

not for selection or promotion

360/MRF

• Identifying areas of strength

• Diagnosing areas of developmental need

Diagnostic process PRECISION

PATTERNS

HYPOTHESIS GENERATING

HYPOTHESIS TESTING

CAUSES

ACTION

What does a report look like? –A scale

What does a report look like? –Items

What should we assess?

MANAGER / LEADER

ENGAGE ME

BE COMPETENT

Where does 360/MRF fit in? • Assess

• Select

• Plan

• Implement

• Reflect

• Evaluate

Darzi Review:

“the transformation should be undertaken … by a move away from top-down bureaucratic change, to change that is owned and driven locally through staff who are engaged, energised and committed.”

The ‘what’ and the ‘how’

Degree to which ‘engaging’

Degree of competence

B

A C

A simile

• Competency frameworks are rather like Brighton Pier – very fine in their own way, but not a good way of getting to France

(Based on Neil Kinnock, 1983)

Another simile

• “a competency framework could be considered like sheet music, a diagrammatic representation of the melody. It is only in the arrangement, playing and performance, however, that the piece truly comes to life.”

(Bolden & Gosling, 2006)

In other words …

… being competent is necessary……but not sufficient, for effective leadership

What is ‘engagement’?

‘a positive attitude held by the employee towards the organisation and its values

which affects the extent to which individuals put discretionary effort into their work’

(IES, 2005)

Engaging leadership is …

‘leadership that has a powerful effect on the motivation, self-confidence, self-efficacy,

or performance, of staff’

Alimo-Metcalfe et al. (2010). The impact of engaging leadership and contextual factors on organizational performance: Evidence of a cause-effect relationship

How can assess engaging leadership?• Inclusive sample of n = 150 managers &

professionals in NHS & local government • Grounded Theory (‘bottom up’) methodology • 2000+ constructs elicited • Pilot questionnaire – 800 organisations • Responses from n = 2,013 NHS & 1,464 local

government managers & professionals

• Transformational Leadership Questionnaire (TLQ)

The Engaging Transformational Leadership Model

ENGAGING INDIVIDUALS

PERSONAL QUALITIES AND

VALUES

Being Honest & Consistent

Acting with Integrity

Showing Genuine Concern

Being AccessibleEnabling

Encouraging Questioning

ENGAGING THE ORGANISATION

Supporting a Developmental Culture

Inspiring Others

Focusing Team Effort

Being Decisive

MOVING FORWARD TOGETHER

Building Shared Vision

NetworkingResolving Complex

ProblemsFacilitating Change

Sensitively

‘Engaging’ TLQ™Dimensions

Reliability & validity • Internal consistency – α ≥ 0.83, inter-item r ≥ 0.33• Validity

• Content • Face • Construct • Criterion • Discriminant • Predictive

The impact of TLQ engagement scales on staff (N = 5,000)

Does engaging leadership predict productivity, morale and well-being?• 3-year longitudinal study

42 teams (N = 741)

Assessed leadership culture (LCCI™) (competencies & engaging behaviours)

Assessed staff morale & wellbeing, and productivity

Controlled for contextual variablesAlimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: NHS Plan clinical priority for mental health crisis resolution teams (CRTs)` . Department of Health NHS SDO, Project 22/2002.

Results – morale & wellbeing

Significant ‘predictive’ relationships between

Engaging with others & 5 facets of attitudes to work, & 7 facets of wellbeing Visionary leadership & 1 facet of attitudes to work, & 5 facets of wellbeing Leadership capabilities & 3 facets of attitudes to work, & 2 facets of wellbeing

Source: Alimo-Metcalfe, B., Alban-Metcalfe, J., Samele, C. Bradley, M. & Mariathasan, J. (2007) ‘The impact of engaging leadership on performance, attitudes to work and wellbeing at work. Journal of Health & Organizational Management, 22, 586-596.

Results – productivity

Significant cause-effect relationship between

Engaging with others & productivity

Source: Alimo-Metcalfe, B., Alban-Metcalfe, J., Samele, C. Bradley, M. & Mariathasan, J. (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: NHS Plan clinical priority for mental health crisis resolution teams (CRTs)` . Department of Health NHS SDO, Project 22/2002.

Evidence that engaging leadership predicts productivity

Alimo-Metcalfe, B., Alban-Metcalfe, J., Bradley, M., Mariathasan, J., & Samele, C. (2008). The impact of engaging leadership on performance, attitudes to work and well-being at work: a longitudinal study. Journal of Health Organization & Management, 22, 6, 586-598..

Engagement is good for staff

Wellbeing and health (Sonnentag, 2003); reduced burnout (Bakker et al., 2005)

Reduced depressive symptoms, somatic complaints and sleep disturbances (Hallberg & Schaufeli, 2006)

Higher self efficacy and commitment (Salanova, Agut & Peiro, 2005; Schaufeli et al., 2002)

Engagement is good for organisations

Customer satisfaction (Corrigan et al., 2000; Harter et al., 2002)

Retention/turnover (CIPD, 2004; Gallup,2004; Watson Wyatt, 2005)

Productivity (Alimo-Metcalfe et al., 2009; Judge et al., 2001; Harter et al., Geyery, 1998)

Profitability (Towers Perrin, 2006; Watson Wyatt, 2006; SirotaSurvey, 2005)

Safety (Harter et al., 2002)

A Culture of ‘Engaging with Others’

• Feeling empowered by being trusted to take decisions• Feeling actively supported in developing one’s strengths• Believing people were willing to listen to ideas• Time was made for staff to discuss problems & issues,

despite the busy schedule• Feeling all staff were involved in developing the vision • Feeling involved in determining how to achieve the vision• High use of face-to-face communication

Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008). ‘Engaging leadership: Creating organisations that maximise the potential of their people’. London: CIPD.

Lessons from High Performing Teams• Engaged important stakeholders

• Shared vision of high quality user-centred services

• Clarity of desired outcomes

• Leadership is distributed

• Learning organisation culture

• Teams with high ‘readiness for change’Source: Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002.

Summary

Adopting an ‘engaging’ leadership style can significantly increase the effectiveness of teams and organisationsin successfully handling complex change

A critical responsibility of any leader is to create the appropriate culture for embedding high RfC & improvement

Leadership should also be regarded as a shared or distributed process, embedded in the culture of teams, and modelled by the leader

Where should leadership development take place?

CIPD:Research Insight report

Contactjohn.albanmetcalfe@realworld-group.com

Real World GroupStewart HouseSt Andrew’s CourtLeeds LS3 1JY

0845 601 7708

www.realworld-group.com