Many organizations today are undergoing a rapid transition from the old rather authoritarian management style based on command and control to a newer more participative leadership style based on influence rather than use of authority. This, coupled with the fact that the reality of modern organizational life is about achieving more with less, has led to a demand for a new form of managerial leadership - high performance leadership. High performance leaders empower others to venture into unknown territories, inspiring colleagues and staff to make difficult decisions and are able to move their organizations forward in new ways to achieve better results.
The term managerial leadership recognises the subtle switch over the past decade from the role of manger to that of leader. This is not to decry the traditional management activities such as planning, organizing and controlling. Rather it is to acknowledge the transition from control to empowerment that has taken place. Managerial leadership is a way to encompass both sets of activities and high performance leadership is a way of recognizing the leadership attributes needed to achieve long-term organizational success.
One of the key distinguishing features of this type of leadership is the ability to initiate, drive and constantly encourage change. High performance leaders are pioneers – people who are willing to step out into the unknown in order to achieve innovation. These leaders search out opportunities, experiment and take risks. Leaders lead by their own example, being a role model for others to follow, acting in ways that are consistent with their beliefs. They model the way.
High performance leaders acknowledge the power of working collaboratively and concentrate their efforts in building peak performance teams. This involves developing vision and values, establishing direction, and persuading others to see, understand and believe in their vision through developing shared goals and plans of action. As the team develops and matures the leader must also change the leadership style to best suit the stage of development the team has reached – Forming, Storming, Norming and Performing- being able to diagnose and trouble shoot at every stage.
This ability to change leadership style, not only during the stages of team development, but when leading and managing staff at every level, is the hallmark of high performance leadership. By analyzing the “maturity” of the subordinate and the varying levels of support and direction needed in any given situation then the leadership style can be varied between direction, coaching, support or delegation matching the most appropriative style with the given circumstances.
Sharing vision and setting goals as mentioned above, lies at the heart of managing performance, which is the natural domain of a high performance leader. Involving others in creating smart goals and setting performance standards and expectations leads to a clear understanding of what is needed from the team. Being able to spot performance problems early and developing the ability to coach and council are now an integral part of the leadership role.
High performance leaders develop the key interpersonal skills to lead others. They understand their strengths and weaknesses as a leader, acknowledging their preferred behavioural style when dealing with other people, developing the ability to change style if appropriate. They understand the power of effective communication encouraging others to give constructive feedback and praise when appropriate. They have learnt to empower and delegate. Above all they are honest – in the majority of surveys asking about the most admired qualities of leaders the top four qualities identified in rank order are: honest, competent, forward-looking and inspiring.
To summarise, one can do no better than to refer to Warren Bennis’ now classic book, Leaders. He describes leadership as “heading into the wind with such knowledge of oneself and such collaborative energy as to move others to follow” His book offers four major strategies that seem to form the essence of high performance leadership. Attention Through Vision – “I have a dream” (Martin Luther King) The leader must set a vision for others to follow. Meaning Through Communication – “If you can dream it, you can do it” (Walt Disney) The leaders vision must be communicated to the people who can make it happen. Trust Through Positioning. The accumulation of trust is a measure of the legitimacy of leadership; trust is the emotional glue that binds followers and leaders together. The Deployment of Self Through Positive Self-Regard. Leaders must have persistence and self-knowledge, be willing to take risks and accept losses, make and honour commitments, be consistent and willing to learn constantly.
To paraphrase a quote from Collin Powell “High Performance leadership is about achieving more than the science of management says is possible.”
Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com
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