Flexibility of leadership style and the speed to respond to external drivers are essential for making change stick, according to a PricewaterhouseCoopers study.
The success of a big-change program hinges on leadership style and the role played by the CEO, who needs to be chameleon-like and flexible enough to choose the “right” leadership style to initiate a transformation and change at different points in the program, to achieve set objectives.
“There is no one right leadership style for success, but it is critical that the CEO walks the talk,” said Steve Woolley, partner with PricewaterhouseCoopers, which conducted the study.
Based on 40 face-to-face interviews with CEOs and other executives of leading ASX-listed companies and large government departments, the study found that people, processes and technology remain the three levers for change, but can no longer be looked at in isolation.
In designing and executing successful large-change programs that draw all of these levers together, CEOs said they have learnt lessons in seven key areas.
1. “Right” leadership dictated by type and time
2. Need for speed in driving change
3. Customer : number one
4. Cultural change
5. Invest in stakeholder communication
6. Model for transformation
7. Measuring success.
2. Encourage development
3. Drive accountability – hold senior managers accountable for commitments
4. Recognise successful leaders
5. Increase the number of matrixed roles in organisations
6. Make leadership development a priority – rather than across-the-board development for everyone
Source : Hay Group / Chief Executive Survey 2008.
The success of a big-change program hinges on leadership style and the role played by the CEO, who needs to be chameleon-like and flexible enough to choose the “right” leadership style to initiate a transformation and change at different points in the program, to achieve set objectives.
“There is no one right leadership style for success, but it is critical that the CEO walks the talk,” said Steve Woolley, partner with PricewaterhouseCoopers, which conducted the study.
Based on 40 face-to-face interviews with CEOs and other executives of leading ASX-listed companies and large government departments, the study found that people, processes and technology remain the three levers for change, but can no longer be looked at in isolation.
In designing and executing successful large-change programs that draw all of these levers together, CEOs said they have learnt lessons in seven key areas.
1. “Right” leadership dictated by type and time
2. Need for speed in driving change
3. Customer : number one
4. Cultural change
5. Invest in stakeholder communication
6. Model for transformation
7. Measuring success.
Source : Human Resources Leader Magazine ( Leading People & Organisations)
Issue Number 171/ 3 March 2009. Website : http://www.hrleader.net.au/
Issue Number 171/ 3 March 2009. Website : http://www.hrleader.net.au/
Leadership : best practice
1. Create clarity – people know exactly what is expected of them
1. Create clarity – people know exactly what is expected of them
2. Encourage development
3. Drive accountability – hold senior managers accountable for commitments
4. Recognise successful leaders
5. Increase the number of matrixed roles in organisations
6. Make leadership development a priority – rather than across-the-board development for everyone
Source : Hay Group / Chief Executive Survey 2008.
