- November 3, 2016
- Vitas Consult
- Build Talent Quality & Depth, Engagement & Performance
- Comments Off on Distributed Leadership
Leadership teams in any organisation today typically face a volatile and uncertain operating environment and, consequently, need to be both high performing and adaptable. In this new √itas Consult series we will be exploring those characteristics of top teams that lead to high performance and adaptability.
In 2011 Roselinde Torres and Nneka Rimmer wrote: “Top teams … must be more than just high performing. They also need to adapt and thrive, regardless of the turbulence they face.”
Roselinde Torres and her team at the Boston Consulting Group had undertaken research examining a possible association between a company’s performance versus its peers and the adaptive capacity of its senior-leadership team. They found a correlation between the two factors. They also found that employees enjoy a more emotionally rich and engaging experience when they are part of adaptive teams. Torres and Rimmer found that adaptive top leadership teams adhere to four operating principles (and these will form the focus of this short series of articles).
- Distributed Leadership. Torres and her team found that successful adaptive team leaders believe in the value of sharing leadership at the top and developing leaders at every level.
There may, of course, be a considerable gap between believing in the value of shared leadership and actually practicing it! In coaching I have noticed the importance of listening for indications that team members have similar understandings of their team’s main objectives and that they actually take steps to ensure a focus on collective goals. This can be demonstrated through their approach to managing the performance of their own team members.
It is frequently clear when team members are actively providing emotional and psychological strength to one another. This may occur through acts of encouragement or expressed recognition of other team members’ contributions and accomplishments. If this social support isn’t evident then a significant support for shared leadership is absent.
A third powerful support for shared leadership is in place when a team’s members have input into how the team carries out its purpose.
Carson et al. noted that “When team members are able to speak up and get involved (they have voice), the likelihood that many of them will exercise leadership increases greatly. The opportunity for voice also facilitates shared leadership by strengthening both a common sense of direction and the potential for positive interpersonal support in a team. When teams are focused on collective goals (having a shared purpose), there is a greater sense of meaning and increased motivation for team members to both speak up and invest themselves in providing leadership to the team and to respond to the leadership of others. The motivation to participate and provide input toward achieving common goals and a common purpose can also be reinforced by an encouraging and supportive climate. When team members feel recognized and supported within their team (social support exists) they are more willing to share responsibility, cooperate, and commit to the team’s collective goals. Thus, these three dimensions work together to create an internal team environment that is characterised by a shared understanding about purpose and goals, a sense of recognition and importance, and high levels of involvement, challenge, and cooperation.”
Richard Olivier, writing about Shakespeare’s great leader, Henry V, notes that a 15th century king might be expected to move his Lords towards the achievement of a vision by laying that vision out, then announcing that he will sort out the strategy and only then telling his Lords what to do. Such a leader, thinking that their only way of maintaining their identification with a great project is not to share ownership, invariably cuts themselves off from the very support they need. For Henry V the temptation not to share leadership must have been strong: in Elizabethan times the monarch was considered to be touched by the divine. However, Henry V shares leadership generously and Olivier is able to write: “Henry V is wise enough to know that if he wants others to invest themselves in the project he has to share it with them. There is no more effective way of doing this than to get them involved in planning the next steps.”
Sharing leadership at the top and developing leaders frequently go hand in hand. Not only so, but the most challenging decisions, programmes and changes often create exactly the opportunities needed to foster distributed leadership. When the U.S. pharmaceutical company, SmithKline Beckman, and the U.K. consumer products company, the Beecham Group, were engaged in merger planning, the leader of the Merger Management Committee, Robert Bauman, recognised this. “The best way to achieve management alignment was to have the Executive Management Committee work on a task together. The harder and more important the task, and the more integral its members felt the EMC was in accomplishing that task, the better the chances of them coming together.”
As Jon R Katzenbach puts it: “team performance at the top is all about doing real work together”. “Real work”, as Katzenbach defines it, is not the same as open discussion, debate and the delegation of authority. Real work undertaken together is about the members of a leadership group applying different skills to produce a performance improvement that could not be achieved by any one member alone.
At the very highest level of team engagement I would expect to find participants using language that suggests an interdependent community. This is what Todd Hybels discovers as a young leader and later discusses with his father, Bill:
“Community is more than just working with other people. It’s doing life deeply with one another as we serve together. And there’s a huge difference between the two.”
That’s highly distributed leadership.
 “The Five Traits of Highly Adaptive Leadership Teams”, Boston Consulting Group: https://www.bcgperspectives.com/content/articles/leadership_organization_design_five_traits_of_highly_adaptive_leadership_teams/ Sourced 2 November 2016. In this article the authors discuss “The Value of Adaptive Advantage” research undertaken by the BCG Strategy Institute. The research showed that the more adaptive companies are, the more financial gains that company generates. They also consistently outperform their industry peers and sustain superior performance over time.
 Carson, J. B, Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in team: An investigation of antecedent conditions and performance. Academy of Management Journal, 50, 5, 1217-1234.
 Olivier, R., (2002) “Inspirational Leadership: Henry V and the Muse of Fire – Timeless Insights from Shakespeare’s Greatest Leader, p.47
 Bauman, R. P. et al., (1997) “From Promise to Performance: Journey of Transformation at SmithKline Beecham”, p. 35
 Hybels, B., (2002) “Courageous Leadership”, p.74