“Our guidance makes sense of popular leadership theories and enables managers to develop themselves, their interaction skills, and their people management routines”

Theoretical Foundations

  • Whilst many popular leadership theories exist, they typically focus on parts of the leadership challenge only
    • Trait-based models focus on the leader, and the particular traits that make them appealing to follow
    • Style-based models focus on how leaders should approach their work; “authentic”, “ethical” and “servant” based leadership styles are well-known examples
    • Behavioural -based models focus on the follower and what the leader should do to motivate them. Transformational leadership and neuro-leadership are good examples
  • Leader-member exchange (LMX) theory is perhaps less well known but is the important theory for enterprise (collective) leadership
    • LMX builds on these popular theories and brings the domains of leader and follower into a more considered view of leadership based on relationship and the quality of relationships
    • LMX operates on the premise that an employee who experiences a high quality relationship with a leader will reciprocate in-kind and that the quality of relationships (as assessed by both the leader and member) will develop over time through the interactions that take place between the two
    • LMX research has shown quality of relationships positively (and significantly) impacts both task performance and citizenship behaviours where an individual chooses to do things beyond their contracted roles
  • Our guidance adopts the LMX perspective that leadership effectiveness develops over time and is essentially an evolutionary process that reflects the quality of relationships managers develop over time
  • We target managers and the leadership work they do in influencing others to achieve business outcomes - commonly referred to as the process of leadership through which managers motivate people through non-threatening means
  • As leadership matures, a common leadership language and approach takes hold beyond managers and occurs through the range of interactions between formally designated leaders and their followers, and among followers working interdependently (in teams) with each other
  • We achieve this scale of development through a comprehensive curriculum (comprising 8 core modules) which covers the full breadth of relational challenges managers can expect to confront

Our 8 Core Modules

Develop Your Leader’s Mindset
  • Rationale: Managers need to recognise the impact they have as leaders starts with having a clear and coherent mindset.
  • Description: We explore the leadership work performed by managers, including its links to the workplace environment, engagement, and results. We explain how a collaborative mindset is the basis for high performance and use that as a reference point for personal reflection and goal setting.
Embrace EN-GA-GE Dialogues
  • Rationale: Every interaction is an opportunity for managers to influence and the best influence comes from managers who can connect with individuals, deal with emotional responses, and lead genuine dialogues.
  • Description: We equip managers with the means to collaborate well. We achieve that through our EN-GA-GE® framework and highlight its practical application to a full range of daily scenarios including feedback, coaching, change and issue resolution. EN-GA-GE® removes the complexity of multiple frameworks and introduces a common language and techniques that builds consistency and cohesion across all levels of management.
Keep Your Teams Tracking
  • Rationale: Teams are now commonplace and where managers are expected to exert their greatest leadership influence.
  • Description: We highlight the essentials to establishing, maintaining, and empowering teams, and remind managers that team development needs to be led, and follows their own development as a leader. We then provide practical ways for managers to connect their personal development (through this program) with the management routines that will keep their teams intact and progressing towards higher levels of maturity and performance.
Maintain the Workplace Climate
  • Rationale: Keeping relationships intact requires constant attention to multiple stakeholders, and to their legitimate interests and entitlements.
  • Description: We offer an integrated set of practices to bolster decision-making. We work with each management group to consider how these practices can be used proactively in both daily decision routines where the challenge is to communicate, consult and build consensus, and IR engagements where the challenge is to bargain and resolve differences or conflicts. Adoption of any practice is by way of general support and remains subject to ongoing review in terms of its perceived benefit to the workplace climate.
Instil Productive Behaviour
  • Rationale: Employee engagement will be heavily influenced by the behaviours individuals experience from you (their leader), their fellow team members, and others in the workplace.
  • Description: We explore the connection between productive behaviour and trust in the workplace and highlight the importance of behavioural feedback. We then induct managers to the levers they have to build an environment that embraces feedback, and offer some practical ways to improve how they give praise, appreciation, and constructive feedback.
Coach & Empower Others
  • Rationale: Empowerment is the basis of genuine employee engagement and is built from an intentional management focus on coaching.
  • Description: We start from the premise that coaching is both an important role and identifiable practice performed by managers. We then explore the practicalities of effective coaching and how managers can best position themselves, prepare employees (to be coached), adapt practices to fit specific scenarios, and promote collaboration through coaching.
Change & Improve the System
  • Rationale: Change of any ilk inevitably means some tensions; but the challenges can be met with a disciplined approach to dealing with the engagement challenge.
  • Description: We begin with the pragmatic perspective that change leadership is more about managing the triggers that cause people to resist change than asking individuals to be more change ready. We then explore the engagement and execution challenges at a more practical level though our ADAPT framework. ADAPT organises those challenges in a way that enables managers to plan and respond to tensions at any point in transition (implementation, integration, and improvement), and on any (enterprise, team and individual) level.
Build Personal Influence
  • Rationale: Self-management should be directed to building your personal leadership credibility and presence.
  • Description: We explore the power of personal influence and how transparency, resilience, accountability, and care have all been shown to be important traits that attract employees to respect, be loyal, and follow their leaders. We move beyond theory and provide an avenue for managers to build proven habits in each of these domains according to their personal strengths and preferences.