C15 | Dialling-up "constructive" and dialling-down "destructive" leadership behaviours: 360-degree-assessment results of Australian leaders | Rapid research 20 mins
Tracks
Track C | Lagoon Room 2 | Filmed
| Friday, July 8, 2022 |
| 10:20 AM - 10:40 AM |
| Lagoon Room 2 |
Overview
In-person live +
Presenter
Miss Emily Knowles
Consultant
Emily Knowles
Dialling-up "constructive" and dialling-down "destructive" leadership behaviours: 360-degree-assessment results of Australian leaders
10:20 AM - 10:40 AMPromotional description
LEADERSHIP IS DYNAMIC. Leadership is about influence, which is an interpersonal process. Leader, follower and context necessarily interact. Different leaders, leading different followers, in different contexts, are required to dial-up and dial-down certain leadership styles and behaviours: in order to move towards "constructive" outcomes (positive performance effectiveness), and move away from "destructive" outcomes (negative performance effectiveness).
LEADERSHIP IS COMPLEX. Leadership happens in many directions: upwards, downwards, sideways, inwards and outwards. 360-degree-assessment results provide a window to align self-perception with others' reception of leadership behaviour.
LEADERSHIP IS NEEDED. Leadership is imperative in the world of work. Part of the leader's role within organisational life is to achieve business results, via collaboration with others. Leadership development is vital to fine-tune leadership skills: building awareness of a leader's behaviours, understanding impacts on others, and enabling adaptation.
This research combines the elements of interpersonal leadership effectiveness, 360-degree Australian leader assessment results from across industries, and presents an evidence-based leadership development tool designed to capture current self-ratings, ideal self-ratings, and others'-rating of leadership behaviours.
The research has stemmed from industry collaboration during Masters studies, and previously published European studies. Results were first presented at European Association of Work and Organisational Psychology (EAWOP) Congress 2019, Italy.
LEADERSHIP IS COMPLEX. Leadership happens in many directions: upwards, downwards, sideways, inwards and outwards. 360-degree-assessment results provide a window to align self-perception with others' reception of leadership behaviour.
LEADERSHIP IS NEEDED. Leadership is imperative in the world of work. Part of the leader's role within organisational life is to achieve business results, via collaboration with others. Leadership development is vital to fine-tune leadership skills: building awareness of a leader's behaviours, understanding impacts on others, and enabling adaptation.
This research combines the elements of interpersonal leadership effectiveness, 360-degree Australian leader assessment results from across industries, and presents an evidence-based leadership development tool designed to capture current self-ratings, ideal self-ratings, and others'-rating of leadership behaviours.
The research has stemmed from industry collaboration during Masters studies, and previously published European studies. Results were first presented at European Association of Work and Organisational Psychology (EAWOP) Congress 2019, Italy.
Learning outcomes
Describe the complex, dynamic and interpersonal nature of leadership behaviour, from an integrative perspective.
Identify the two meta-motives of leadership styles and behaviour, in the interpersonal tradition: people-oriented “communion", and results-oriented “agency”.
Explain which leadership styles are associated with positive (and negative) performance effectiveness, according to the interpersonal circumplex: referencing leadership outcomes of “organisational commitment”, “identification with organisation” and “leadership effectiveness”.
Use practical theory and evidence that is relevant to both leadership assessment and development.
In reporting the results of the research, deeply compare and contrast:
-male and female self-perceptions of leadership effectiveness;
-male and female idealised leadership styles; and
-self-perceptions against the perceptions of others, with a focus on the gender of the leader,
within a diverse Australian leader population.
Appraise a modern, evidence-based 360-degree leadership development tool, and its practical application.
Develop behavioural/leadership insights applicable to any level of organisational life: organisational, team, leader, or individual contributor perspective.
Identify the two meta-motives of leadership styles and behaviour, in the interpersonal tradition: people-oriented “communion", and results-oriented “agency”.
Explain which leadership styles are associated with positive (and negative) performance effectiveness, according to the interpersonal circumplex: referencing leadership outcomes of “organisational commitment”, “identification with organisation” and “leadership effectiveness”.
Use practical theory and evidence that is relevant to both leadership assessment and development.
In reporting the results of the research, deeply compare and contrast:
-male and female self-perceptions of leadership effectiveness;
-male and female idealised leadership styles; and
-self-perceptions against the perceptions of others, with a focus on the gender of the leader,
within a diverse Australian leader population.
Appraise a modern, evidence-based 360-degree leadership development tool, and its practical application.
Develop behavioural/leadership insights applicable to any level of organisational life: organisational, team, leader, or individual contributor perspective.
Author(s)
Knowles, Emily R V; Anglim, Jeromy
.....
Currently practising as a registered psychologist, Emily is experienced in both consulting and in-house psychology roles. Originally trained as a lawyer, she has a twin research background in law and psychology. Emily has published in peer-reviewed journals in both fields, and considers the intersection of these two professions as her ‘sweet spot’. Her approach is multi-disciplinary, innovative and differentiated. Emily’s Masters qualification and Organisational Psychology Registrar training focus her consideration of workplace factors at individual, team and organisation levels. She is committed to harnessing the importance of human skills within the world of work. Emily is dedicated to building individual and collective capability. Her work is evidence-based and informed by global leading-edge research. At present Emily is working in the fields of wellbeing, leadership, and leader wellbeing. Emily has a strong passion for supporting occupational wellbeing for lawyers. She volunteers as Convenor for one of the APS Interest Groups.
