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Flashcards in Chapter 6 - Leadership & Culture Deck (19)
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1

Leader v Manager

Differences?

Inspire v control
Power v authority
Influence v direction
Vision/values v targets
Ask v tell
People focus v task focus
Styles based on need v get job done
Delegate/empower v micro manage
Coach v instruct
Long term strategy v short term tactics

2

Leaders

Kouzes and Posner view

Model the way

Inspire a shared vision

Challenge the process

Enable others to act

Encourage the heart

3

ACTION CENTRED LEADERSHIP

SITUATIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

VALUES BASED LEADERSHIP

COLLABORATIVE LEADERSHIP

Name that thinker?

Adair

Hersey and Blanchard

Burns

Jansen Kramer

Archer and Cameron

4

Action centred leadership

Who?

Key principles?

Three elements?

Adair

All elements must be balanced in the longer term

Excessive focus on one element may be needed short term but will adversely affect the others

Achieve the TASK

Build the TEAM

Develop the INDIVIDUAL

5

Situational leadership?

Who?

Main principle?

Possible styles?

Situational leadership

Hersey and Blanchard

Leadership style based on needs of individual

Depends on competence (task behaviour) and on willingness (relationship behaviour) for EACH TASK

PARTICIPATE. SELL/COACH

DELEGATE. TELL/DIRECT

6

Transformational leadership

AKA inspirational leadership

Who?

Main principle?

Mnemonic

Meaning

James burns - Leadership (1978)

Leaders and followers help each other to achieve higher level of morale and motivation

BO SCIVER

Belief in vision

Encourage ownership

Small planned steps

Encourage creativity and change

Focus on individual not process

Develops attractive and challenging vision

Build confidence energy and enthusiasm

Foster relationships

LEADS TO SIGNIFICANT CHANGE - changes culture, spirit and identity of business

7

Values based leadership

Who?

Key principles?

Jansen Kramer

Leader must be clear in vision

Communicate vision

"Live the vision"

Four principles:
Self reflection/ awareness
Balance / bigger picture
Self confidence
Humility / accepts diversity of perspectives

Kouzes and Posner found personal values even more important than corporate values

Therefore more effective if business values and individual values are aligned

8

Collaborative leadership

Who?

Principles?

Based on what business needs not what leader can do

Acknowledges specialisms

Emphasis on:
Influence and delegation
Sharing knowledge and power
Listening and questioning
Passion for cause
Values

Archer and Cameron 10 key lessons focus on
simplifying
Long term
Manage conflict
Build relationships

Compare RBS values

9

Emotional intelligence

Who?

Two types of competence

Qualities/behaviours

Goleman

Manage own emotional state - personal competence

Self awareness
Know strengths and weaknesses
Self confidence
Control
Honesty and integrity
Adaptability
Initiative
Optimism
Drive

Manage relationships - social competence
Empathy
Understand organisation
Understand needs of customers/followers
Inspire
Influence
Develop
Lead change
Manage conflict
Build team and collaborate


10

Culture - alka seltzer

Who?

What?

Bob diamond quote?

Enzensburger said:

Culture is like dropping an alka seltzer in a glass - you can't see it but it does something

Bob diamond (formerly Barclays) said

Culture is what we do when no one is watching

11

FCA

6 aspects of culture?

Leadership
Strategy
Decision making and challenge
Controls systems and processes
Recruitment training and competence
Reward

12

2014 risk outlook report highlighted 3 key areas of concern where culture could lead to risk ...

Multiple services to multiple clients lead to conflict of interest or failure to act in best interests

Business models - especially where information shared for cross selling

Poor conduct from more sophisticated IT

13

Four types of ethical culture?

Who?

What?

Professor Jackman (not that Aussie Wolverine fella!)

Minimum standards
Cost driven, hopes not to get caught

Compliance
By the book, tick box, unthinking, dependent

Business improvement
Ethics good for business

Values led
Right thing to do, empowerment and ownership, improvement and learning, ethics everyday

14

Minimum standards culture

What?

How does it look in-
Action centred leadership?
Situational leadership?
Transformational leadership?

Minimum standards
Cost driven, hopes not to get caught


Action centred - focus on task

Situational - mostly tell

Transformational - not really displayed

15

Compliance culture

What?

How does it look in-
Values led leadership?
Emotional intelligence (EQ)?

Compliance
By the book, tick box, unthinking, dependency

No values led element
Greater focus on personal competence (EQ) not social

16

Business improvement culture

What?

How does it look in -
Action centred leadership?
Situational leadership?

Business improvement
Ethics good for business

Commitment at senior level

Ethics integrated

May take short term fixes

Action centred - balance between 3

Situational - all as appropriate - including participate and delegate

17

Values led culture

Values led
Right thing to do, empowerment and ownership, improvement and learning, ethics everyday

18

CII ethical culture recommendations

VOMIT WAR

Values statement embedded
Openness
Monitoring of culture
Impartial support and advice
Training on ethics
Whistleblowing procedure
Accountability
Reward

19

Cultural web

Star
Ship
CROP?

Example of one positive indicator and one negative

Cultural framework based on:

Stories
Symbols
Control systems
Rituals and routines
Organisational structures
Power structures

Stories - times when good or bad behaviour was rewarded it allowed to pass (workplace legends)

Symbols - visual representations (uniform, logo, physical equipment, terminology) eg a well resourced or under resourced compliance department

Control systems - what is measured and how controlled - eg out of date MI or appropriate and effectively used MI

Rituals/routines - behaviours, "how it's done" - eg taking ownership or blame culture

Organisational structures - structure and hierarchy - eg empowered compliance function or lack of ownership/ accountability

Power structures - whos really in charge?! - eg open to challenge or dictatorial