Chapter 6

Effective IT Leadership

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 Leadership Is Everyone’s Job

“Effective leadership has enormous

benefits. To realize these benefits,
leadership qualities should be explicitly
recognized, reinforced, and rewarded
at all levels of the IT organization.”
(McKeen and Smith, 2003)

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The Changing Role of the IT
leader

Traditional and hierarchical IT

organization is now in retreat, and there is
a growing recognition that IT
organizations must do a better job of
inculcating leadership behaviors in all their
staff.

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Transformational IT Leadership
Requires …

Top-Line Focus – New technologies and

applications drive the enterprise to
differentiation and transformation
strategies to deliver top line growth.
Strong IT leadership teams are needed to
take on roles to influence business
leaders.

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Transformational IT Leadership
Requires … (continued)

Credibility – IT must consistently deliver

on results. IT must demonstrate the skills
and competencies to deliver what it says
it will do.

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Transformational IT Leadership
Requires … (continued)

Impact – IT staff must have stronger

organizational perspectives, decision-
making, entrepreneurialism, and risk-
assessment capabilities at lower levels
because even small IT decisions can have
a major impact on the organization.

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Transformational IT Leadership
Requires … (continued)

Flexibility – IT staff and organizations

are expected to be responsive to changing
business needs. IT staffs must be
proactive, have strong technical skills and
the ability to quickly act in the best
interests of the organization when the
need arises.

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Transformational IT Leadership
Requires … (continued)

Complexity – IT is expected to offer

change and innovation leadership, low-
cost services and lead the way through
ever changing new technology
opportunities.

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Transformational IT Leadership
Requires … (continued)

New Technology – Staffs are

increasingly mobile and their interactions
with their managers are mediated by
technology. New technologies change
how information is acquired and
disseminated, how communication takes
place, how people are influenced and
decisions made.

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What Makes a Good IT Leader?

• Self-knowledge
Personal • Awareness of individuals
approaches to work
Mastery • Adapt to different situations

• Motivation & team building

• Collaboration & communication
Leadership • Risk assessment & problem
Skill Mastery solving
• Coaching & mentoring

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What Makes a Good IT Leader?
(continued)
• Strategic Vision
Business • Solid understanding of current
operations
Understanding • Solid understanding of future
direction

• Ability to Execute Enterprise

Transformation
Organizational • Ability to Integrate Technology with
People & Processes
Understanding • Political Savvy & Effective Use of
Governance Structures

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What Makes a Good IT Leader?
(continued)

Creating a Create an environment of:

• Trust
Supportive • Accountability
Working • Empowerment
Environment

• Ability to concentrate on
biggest payoff areas
Effective Use • Recognize where resources
of Resources should not be used
• Enhance people’s abilities

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What Makes a Good IT Leader?
(continued)
• Know where and how to
exercise leadership
Flexibility of
Approach • Adjust style to suit the situation

• Ability to articulate contributions in

Ability to Gain business terms
• Ability to interact with business
Business leaders
• Ability to educate and guide business
Attention leaders in the use of technology

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 Flexible Leadership Styles
(Roberts and Mingay, 2004)

Commanding – Affiliate –
“Do What I Tell You” “People come First”

Pacesetting – Coaching –
“Do as I Do Now” “Try This”

Visionary – Democratic –
“Come with Me” “What do You Think”

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Effective Leadership
Development Requires…

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Elements of a Supportive
Environment
Well articulated and instantiated values

A climate of trust

Empowerment

Clear and frequent communication

Accountability
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Elements of Process & Practices

Activities such as planning, budgeting,

conflict resolution, service delivery, and
financial reviews should be well defined
and documented.

Establish job rotations and mentoring

programs.

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Elements of Formal Training

Can be internally developed or externally

purchased.
Requires a time commitment to ensure
staff can take advantage of training.
Training is perceived as a tool for helping
individuals make their best contributions
and achieving success.

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Leadership Development:
Articulating IT Value Proposition
Elements of value can be achieved by implementing
a leadership program that asks:
What is the value?

Who will deliver the value?

When will the value be realized?

How will the value be delivered?

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Conclusion

Senior IT leaders must make IT

leadership development a priority if IT is
going to contribute to business strategy.

Management must take a comprehensive

approach to integrate culture, behavior,
processes, and training to deliver business
value.

© 2015 Pearson Education, Ltd. 6-20

© 2015 Pearson Education, Ltd. 6-21