Creating Capacity Leadership

Adapted from: Rowland, D. & Higgs, M. (2008). 'Sustaining change; leadership that works'. England; Jossey-Bass.

Leadership once recognized in a leader in often about the capacity of a person in completing a targeted task. A better leader is creating that capacity in his/her team work. Below are the sets of behaviors that characterized 'creating capacity leadership'

Develops people's skills in implementing change
Change happens in every moving organisations to meet the demand of the present and the future, thus, Creating Capacity leaders focus their time in assisting others to learn on how to master the transition both for themselves and the organisations at large. Leaders in the study done by the writer acknowledge that the change happens in an organisation create extraordinary demands thus, Craeting Capacity leaders invest in monetary, time and effort to equip the members and the organisation in delivering the changes. This is done by focussing on different groups with different skills and the development are done with interventions accordingly.



Lets people know how they are doing and coaches them to improve
Creating Capacity leaders, regarding this topic focuses their attention in giving feedbacks and coach their members. The practices include of guiding the members in enveloping the change. They not only focus on what should be accomplished but how to achieve the targeted accomplishment. These two elements is fully recognized by Creating Capacity leader in achieving greater performance improvement by guiding through the task in different approach.

Gets people to work across organisational boundaries and along key processes.
Through facilitation towards accomplishing tasks, Crearing Capacity leaders helps improve the setting by connecting members with different group and departments across organisational boundaries. Critical work gets mapped out and accomplised so that operational excellence is improved and greater values created. The practices includes creating:

• formal teams
• informal alliances
• networks to support change
• large group gathering

These pratices is to implement information sharing and best practice exchange processes that build collective wisdom about performance and the capability to improve it.

Makes sure the organisation's processes and systems support the change
Creating Capacity leaders take actions to reconfigure current processes and systems that do not support the change. Most important element is information exchanges to members that need it and/or it could be encouraging behaviors that reinforce a steady state scenario. In this aspect, Creating Capacity leaders recognize that not only member's attitude and bahaviours need to be changed, but the support system must be in linear with the changing efforts.