Value-based health care

Change-Friendly Leadership

According to Dr Rodger Dean-Duncan, author of ‘Change-Friendly Leadership: How to Transform Good Intentions into Great Performance‘, in any organisation, people can be either:

  1. Engaged;
  2. Enrolled;
  3. Disenfranchised; or
  4. Disengaged

On average, 22% of employees are engaged in the business – and align their success with the success of their organisation.

Engaged employees are happier, more productive and are more effective at connecting with each other. The most effective and productive employees trust their managers, and each other.

Most organisations will consider one of two mechanisms to ensure employees are doing their best work.

  • Compliance – “ticking the boxes”

According to Stephen Covey, compliance mechanisms are a slow-moving and costly prosthesis for lack of trust. Nonetheless, compliance mechanisms are important and necessary to ensure those that are disengaged are still performing to a minimal standard.

  • Commitment – “being genuinely engaged and finding joy in work”

Commitment is achieved through authentic, transformational leadership, which I will explore in my next post.

According to the Harvard Business Review, and demonstrated in the image below, leaders need both warmth and competence, however “leaders who project strength before warmth run the risk of eliciting fear.” This is counter-productive.

Instead, once you establish your warmth, your strength is a welcome reassurance.

Image courtesy: Tanmay Vora,

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