Mind The Gap
Joann Robertson BA (Hons), FCILT, CMgr FCMI
Head of Supply Chain Transformation Babcock International, Director & Trustee CILT UK
In spring 2024 the UK National Audit Office will be publishing a report on Civil Service Leadership and I hope the report will reinforce the link between #Leadership and #Productivity.
The link between leadership and productivity is significant and can greatly impact the success of individuals, teams, and organisations. Effective leadership plays a crucial role in driving productivity by inspiring, motivating, and guiding individuals towards achieving their goals.
Here are some key ways in which leadership influences productivity:?
1. Clear Vision and Goals: A strong leader provides a clear vision and sets specific goals for their team or organization. By effectively communicating the desired outcomes and expectations, leaders create a sense of direction and purpose. This clarity helps individuals align their efforts and work towards common objectives, increasing productivity.
2. Motivation and Inspiration: Leadership is about inspiring and motivating others to give their best effort. A good leader understands the needs and aspirations of their team members and provides the necessary support, encouragement, and recognition. By creating a positive work environment and fostering a culture of appreciation, leaders can boost morale and motivation, leading to higher productivity levels.
3. Effective Communication: Effective leaders are skilled communicators who can articulate expectations, provide feedback, and address concerns promptly. Clear and open communication reduces confusion, enhances collaboration, and ensures that everyone is on the same page. When team members have a clear understanding of their roles and responsibilities, they can work more efficiently, resulting in increased productivity.
4. Empowerment and Trust: Leaders who empower their team members by delegating tasks and granting autonomy foster a sense of ownership and responsibility. When individuals feel trusted and empowered, they are more likely to take initiative, make decisions, and contribute their best ideas. This autonomy promotes creativity, innovation, and productivity.
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5. Development and Growth: Effective leaders invest in the development and growth of their team members. They provide opportunities for training, learning, and skill-building. By nurturing the talents and capabilities of their team, leaders create a culture of continuous improvement and personal development. This investment in growth enhances individual performance and overall productivity.
6. Problem-solving and Decision-making: Leadership involves making informed decisions and solving problems efficiently. Leaders who demonstrate strong problem-solving skills can identify obstacles, find solutions, and make timely decisions. By addressing challenges promptly and effectively, leaders minimise disruptions, optimise resources, and maintain productivity levels.
7. Accountability and Performance Evaluation: Leaders play a crucial role in holding individuals accountable for their performance. By setting clear expectations, providing feedback, and conducting regular performance evaluations, leaders ensure that individuals are responsible for their work and outcomes. This accountability helps maintain focus, drive productivity, and identify areas for improvement.
Rt Hon John Glen MP in summary the cross-government review of public sector productivity, might see the NAO Report as a foundation against which to benchmark productivity, starting with Leadership, while at the same maturing the excellent experimental statistics from the Office for National Statistics .
Global Head of SWP | Strategic HR & Talent | Workforce transformation | Capability development | HR Exec / leader | Executive Coach & Mentor
1 年I couldn’t agree more with this article. In my view the areas that need particular focus (or where I see things going wrong) are around empowerment and accountability. The first focussing on the extent managers support, lead and value their team members and the latter focussing moreso on self-leadership and the courage to maintain standards when the context is ‘too complex’ or when aligned with precedent-based norms.
International Defence S&T Engagement professional, U.K. NATO S&T National Coordinator, Foster Carer and Director of Youth Rugby Salisbury RFC
1 年So Iong as they don’t confuse Leadership with mamagement and leader with manager. Big and important difference imho.
Group Captain Ron Simpson MSc RAF(rtd)
1 年Nicely put Joann. I wouldn’t disagree with anything you said. Leadership (and Followership) are key functions at all levels of an organisation but I suspect the report will focus on the strategic leadership of the Civil Service. Operating at that level introduces a number of challenges that don’t fit neatly into typical leadership models and it will be interesting to see what conclusions the Report reaches. Covid exposed a number of issues mainly about how senior leadership teams perform, and underperform, under pressure when confronted by complexity.
Officer at Home Office, UK Civil Service
1 年Point 7 leaders have to ensure that goals and expectations are realistic, that targets have been tried and tested rather than just demands that can crush. Many of us have moved on from jobs, with many still stuck in roles, where leaders just feel like task masters. They should be accountable also. But agree, good strong leadership leads to contented, competent staff which leads to good and consistent productivity.