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From 'Charismatic" to 'Engaging' Leadership: A New Model and its Impact

The need to accurately assess leadership, and its potential, has never been more important for organisations, particularly given the “war for talent”. But notions of leadership change over time, affected by social, economic, technological, and political factors. The last 20 years have been dominated by “heroic” models of inspirational “distant” leadership, but events such as 9/11, and corporate scandals such as that of Enron, had led to increasing disquiet with such forms of leadership.

Recent research provides evidence of the importance of creating organisational cultures which foster high levels of contact with, and “engagement” of, employees in predicting organisational success. What leadership behaviours and qualities will create such cultures, and inform assessment practices? This session will provide evidence we have gathered in a major investigation of “engaging” leadership involving a gender and ethnicity inclusive sample of over 4,000 managers and professionals in UK public and private sector organisations, and evidence of impact on job satisfaction, motivation, and commitment – all of which significantly predict organisational success, including productivity, profitability and employee well-being.

Beverly has an international reputation as a chartered organisational psychologist with a passionate interest in the ethical application of leadership at all levels in organisations. For over 20 years she has been involved in research, and in actively supporting the leadership development of individuals and organisations through involvement on top and senior, Black managers, and Women’s leadership programmes. Beverly spends much of her time speaking at national and international conferences and organisational seminars, and in development consultancy with senior and top managers. She sits on various advisory boards, including The Police Leadership Development Board, the Think Tank of The National College for School Leadership, the Local Government Leadership Commission, and the NHS Modernisation Agency Strategic Health Authorities Leadership Programme. She has written extensively on the nature of leadership, and its assessment and development, including the ethical use of 360-degree feedback.

In 2001, as result of considerable demand for the instruments developed from her and her colleagues’ research, the University of Leeds created a new spin-out company, Real World Group (formerly known as Leadership Research & Development Ltd), to which she is seconded as its Chief Executive.