Leadership, Strategy and Leadership, Strategy and Performance Management Performance Management

Prof Erwin SchwellaProf Erwin Schwella

OrientationOrientation

• IntroductionIntroduction• Leadership Approaches: Leading towards Leadership Approaches: Leading towards

the Futurethe Future• Strategy: Context, Vision, Capacity, Strategy: Context, Vision, Capacity,

Competency, Empowerment and Competency, Empowerment and ImplementationImplementation

• Leadership and Strategy for PerformanceLeadership and Strategy for Performance– Leading Learning for PerformanceLeading Learning for Performance

• ConclusionConclusion

Leadership Theory Development

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LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT

Strategy: From Context to Strategy: From Context to ImplementationImplementation

• Strategy: Strategy: – Context, Context, – Vision, Vision, – Capacity, Capacity, – Competency, Competency, – Empowerment,Empowerment,– ImplementationImplementation

Understanding and Understanding and Analysing ContextAnalysing Context• Macro TrendsMacro Trends

– STEEP AnalysisSTEEP Analysis

• SocialSocial

• TechnologicalTechnological

• EconomicEconomic

• EnvironmentalEnvironmental

• PoliticalPolitical

• Stakeholder AnalysisStakeholder Analysis– RegulatorsRegulators– SuppliersSuppliers– ConsumersConsumers– CompetitorsCompetitors

LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT

Transformational Leadership Process

1. Envisioning

2. Planning

3. Teaming

4. Motivating

5. Evaluating

6. Recycling

Social Learning ApproachesSocial Learning Approaches

• Peter Senge’s Learning Organisation Peter Senge’s Learning Organisation ApproachApproach– Shared visionShared vision– Team learningTeam learning– Personal masteryPersonal mastery– Mental modelsMental models– Systems thinkingSystems thinking

• Overcoming Learning DisabilitiesOvercoming Learning Disabilities

LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT

• Get on the balcony

• Identify the adaptive challenge

• Regulate distress

• Maintain disciplined attention

• Give the work back to the people

• Protect the voices of leadership from below

Leadership in Situations of

Adaptive ProblemsAdaptive Problems6 Principles6 Principles

Leadership and Strategy for Leadership and Strategy for PerformancePerformance

• Leading Learning for PerformanceLeading Learning for Performance– The Importance of Leadership and The Importance of Leadership and

LearningLearning•Strong empowering and facilitating learning Strong empowering and facilitating learning

leadershipleadership

•Facilitative rather than directiveFacilitative rather than directive

•Strategically aimed at creating an improved Strategically aimed at creating an improved futurefuture

•Linked to action planning, implementation and Linked to action planning, implementation and continuous evaluation and recyclingcontinuous evaluation and recycling

Leadership and Strategy for Leadership and Strategy for PerformancePerformance

– Conducive to creating learning Conducive to creating learning organisationsorganisations

– Strong on commitment to vision and Strong on commitment to vision and purposepurpose

– Encourage capacity building, learning Encourage capacity building, learning and empowerment and empowerment • in the true spirit of a learning organisation;in the true spirit of a learning organisation;

•rather than a centralised controlling top rather than a centralised controlling top down bureaucratic approachdown bureaucratic approach

The Four Performance learning The Four Performance learning QuestionsQuestions• What happened?What happened?

– Descriptive qualitative and quantitative Descriptive qualitative and quantitative assessmentassessment

• Why? Why? – Diagnostic analysisDiagnostic analysis

• What can I/We learn from this?What can I/We learn from this?– Deliberative empowerment and team learningDeliberative empowerment and team learning

• How can the learning be used and built back How can the learning be used and built back into the system to improve the system?into the system to improve the system?– Prognostic capacity building for continuous Prognostic capacity building for continuous

improvementimprovement

ConclusionConclusion

• Strong leadership may call for Strong leadership may call for courageous approaches moving courageous approaches moving away from power and authority as away from power and authority as foundationsfoundations

• Discuss and discover rather than Discuss and discover rather than leader commands leadershipleader commands leadership

• Towards new competencies jointly Towards new competencies jointly discovered, applied and tested for discovered, applied and tested for continuous improvementcontinuous improvement