For managers and executives to truly lead an organisation, they transform, shape and influence the organisational context, employee interaction and how employees approach their work. In this regard it is important to distinguish between leadership and management.
John Kotter provides the following:
Leadership involves defining an overall agenda (vision and strategies) and inspiring others to achieve it.
The role of leadership is to promote adaptive or useful changes.
Management involves implementing strategies and turning visions into accomplishments by motivating, organizing, and guiding the efforts of other people.
The role of management is to promote stability or to enable the organisation to run smoothly.
Additionally, Abraham Zaleznik contributed the following in the HBR:
Leaders are those who energize a system, as they operate in an environment that is chaotic.
Managers on the other hand act to ensure the stability of the system.
In the table below Warren Bennis shows what leaders and managers do:
|Long-term view||Short-term view|
|Ask what and why||Ask how and when|
|Challenge the status quo||Accept the status quo|
|Do the right things||Do things right|
Though leadership has been defined in a number of different ways, most contemporary definitions directly or indirectly focus on the impact of those in leadership positions on their organization and its members. For example, leadership has recently been described as:
“…that process is which one person sets the purpose or direction for one or more other persons, and gets them to move along together with him or her and with each other in that direction competently and with full commitment.” (Jaques and Clement, Executive Leadership)
“… the art of mobilising others to want to struggle for shared aspirations.” (Kouzes and Posner, The Leadership Challenge)
Measuring Leadership Impact
It’s not just what you do as a leader or manager, but how you do it! Constructive leadership behaviour is the key to building Constructive cultures which drive organisational performance.
Measuring Leadership Impact using the Human Synergistics Leadership/Impact® (L/I) tool considers ‘ideal’ impact and ‘actual’ impact as experienced by others:
- Ideal Impact – How Senior Executives want their managers/leaders to behave?
- Actual Impact on Others – What behaviours Managers/Leaders say their leaders actually promote?
Leadership/Impact® (L/I) Assessment Model
Leadership/Impact® (L/I) is a unique tool designed to provide executives, managers, and others in leadership positions with otherwise unavailable feedback regarding their impact on others, as well as the strategies and techniques that account for this impact.
As a result, L/I is relevant to programs focusing on:
- leadership development,
- cultural change,
- organisation development.
- facilitate activities
- promote behaviors
- constrain activities
- prohibit behaviors
Prescriptive Leadership Strategies & Effectiveness
Prescriptive leadership strategies are those which guide or direct the activities and behaviors of others toward goals, opportunities, and methods. Restrictive strategies are those which constrain or prohibit activities and behaviors with respect to goals, opportunities, and methods.
Both prescriptive and restrictive strategies reflect and effect leadership—but do so in very different ways.
Prescriptive leadership provides people with:
- a direction to channel their efforts,
- models regarding how things should be done,
- positive reinforcement to encourage the repetition of desired behaviors, and
- a set of parameters specifying their sphere of influence.
Restrictive leadership works toward the same ends but through different, somewhat antithetical, means; it provides people with:
- directions that should not be pursued,
- models regarding behaviors they should avoid,
- negative feedback to discourage the repetition of undesired behaviors, and
- a set of parameters restricting their sphere of influence
The purpose of the Human Synergistics Leadership/Impact® (L/I) tool is to provide those in leadership positions with otherwise unavailable information about their personal and organizational effectiveness, their impact on the people around them, and the leadership strategies that they have implicitly adopted. This information, in and of itself, should be useful to leaders in that it focuses on day-to-day leadership tactics (that are rarely discussed but nonetheless critically important) and the influence of those tactics on the culture of their organizations and the behavior and performance of others (which can be difficult to observe and quantify). The ultimate value of this feedback, however, is in its potential to motivate, direct, and help structure programs for individual and leadership development.
Evaluating Your Leadership Impact & Effectiveness with Leadership/Impact®
Leadership/Impact® (L.I) is the only valid and reliable diagnostic tool that makes a direct link between leadership actions / behaviour and the productivity / effectiveness of the leader.
Leadership/Impact does not leave you wondering why. The outcomes of Leadership/Impact are prescriptive and in doing so facilitate a bridge between knowing and doing.
To find out more about Gwyder’s Assessment and Coaching services, speak to Kerry Little, Principal Executive Coach. Kerry is fully accredited in the psychometric tools we recommend and use, you can find out more about Kerry’s background here.