Program 16: Transforming Managers To Leaders
In essence, the heart of the managerial challenge that confronts today’s managers is learning how to lead in situations of ever greater volatility and uncertainty in a globalised business environment, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘managerial trade’. So the basic assumption that past experience is the key for future managerial success is more open to scrutiny than ever.
Managerial Excellence is both an art and a science. It is an art because it continually evolves, changes form, and requires creativity. It is a science because there are certain essential principles and techniques required. A good manager and leader know when it is time to change shape because they are highly attentive to those around them. Coming from a position of strength, a great leader takes risks by freeing up the creative genius in their followers to build their capability and multiply the talents of the organization. This leads to community and greatness. By powerfully communicating a vision that animates, motivates, and inspires followers, a great manager and leader is able to transform his or her organization.
What it takes to be a Leader?
We are operating in a hypercompetitive business environment. The world moves faster today when compared to 10 years ago. Companies feel the pressure to decrease time to market and improve the quality of products while delivering on ever-changing customer expectations to maintain competitive posture – that is, be adaptive and nimble. Driving results is difficult even for companies who have the benefit of dedicated and knowledgeable employees and business leaders to leverage.
In the early years leadership studies, the so-called “trait theory” took the view that there is a set of traits that separates the leader from the pack. Traits purported to be characteristic of leaders included intelligence, a drive to dominate others, being extroverted and having charisma. Today, people often point to the importance of emotional intelligence in achieving leadership effectiveness.
There is growing evidence that the range of abilities that constitute what is now commonly known as emotional intelligence plays a key role in determining success in life and in the workplace. Recent research has uncovered links between specific elements of emotional intelligence and specific behaviours associated with leadership effectiveness and ineffectiveness1.
Flexible managerial leadership, however, involves being able to adapt your managerial style according to the situation and the state of the team – e.g.: taking charge when a team is forming but playing the role of coach when a team is managing itself well. This is critical in developing and sustaining employee engagement. There are six distinct leadership styles, each one springing from different components of emotional intelligence.
Organizations need leaders to visualize the future, motivate and inspire employees, and adapt to changing needs. On-going research indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders.
As a result of attending this session, each participant will be able to understand:
- What it takes to transition from a Manager to Leader?
- What are the critical emotional and social intelligence competencies for a leader?
- How to leverage on a proven “Results-based Leadership”Framework to achieve success?
- How to lead the team using the proven “S.C.O.R.E.” High Performance Team Framework?
- How to achieve sustained outstanding organisational results by leading your service team to success?
1“Do you have what it takes to become a leader?” published by Singapore Business Review, 2nd August 2011. http://sbr.com.sg/hr-education/commentary/do-you-have-what-it-takes-become-leader