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Leaders and Followers, Planners and Doers

https://fs.blog/2016/12/leaders-and-followers/

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Leaders and Followers, Planners and Doers
The author Marshall Goldsmith has a gift for taking classic theories and adding to them, or slightly modifying them, to construct something new and interesting. A good example of this is what he does with Situational Leadership in the book Triggers: Creating Behavior That Lasts - Becoming the Person You Want to Be.

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Situational leadership

Is the idea that one needs to constantly adapt their leadership style to the ever changing environment in which they operate.

If a specific style works in one situation with one particular individual, that doesn’t mean we should adopt that style for all people and situations. 

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4 types of leadership

  • Directing is for employees requiring a lot of specific guidance to complete the task. 
  • Coaching is for employees who need more than average guidance to complete the task, but with above-average amounts of two-way dialogue. 
  • Supporting is for employees with the skills to complete the task but who may lack the confidence to do it on their own. 
  • Delegating is for employees who score high on motivation, ability, and confidence. 

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SIMILAR ARTICLES & IDEAS:

Charismatic Leadership Style

Max Weber defined charisma as “[a] certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at ...

History of charismatic leadership

  • In medieval times, leadership was mostly based on tradition. Most people never met their leaders and leadership was legitimized by the divine right of kings - charisma was not needed.
  • The 19th and the 20th century were full of charismatic leaders. Technological (newspaper, radio, and TV) allowed leaders to transport their charisma over long distances.
  • Our current globalized world and access to social media have led to another rise in charismatic leaders. On Facebook, YouTube, and Twitter, many people support leaders solely based on their charisma.

Dangers of charismatic leadership

Most of the dangers of the charismatic movement relate to this power.

  • Charismatic leaders lose support more quickly than other types of leaders.
  • They have to clearly be the best person for the job at hand – always and in any situation. This is why they often engage in a cult of personality and become resistant to criticism.
  • Things that charismatic leaders do to maintain their power are precisely the things that diminish it when their business, country, or other undertaking encounters problems.
  • When charismatic leaders use their position to motivate their followers to do things they would not normally do, the followers often feel betrayed once they suspect that they might not get the expected payoff. 
  • They often eventually take the praise of their followers too seriously and show narcissistic traits. They consider criticism as disobedience and expect total loyalty. 

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Authentic Leaders

They are people of the highest integrity, committed to building enduring organizations. They have a deep sense of purpose and self-discipline, are true to their core values, dare to build th...

Character, Not Style

Leadership has to do with who we are as human beings and the forces that shaped us. Style is the outward manifestation of one’s authentic leadership

Authentic leaders must adapt their styles to fit the situation and capabilities of their teammates.

Real And Genuine

You can’t pretend to be an authentic leader for long because people will eventually sense the lack of authenticity, and ultimately you will not gain the trust of your teammates.

If you are real and genuine people will see you as trustworthy and willing to learn, they will respond positively to requests for help in getting through difficult times.

General McChrystal
"The wisest decisions are made by those closest to the problem — regardless of their seniority,”

General McChrystal

Trust and common purpose are 🗝️

Leadership must first trust that employees understand the organization's context and goals enough to make decisions on their own. 

Shared consciousness.

To get to a point where you trust almost anyone to make decisions on their own because you believe they have the same information and objectives you do.