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Leadership Styles - Choosing the Right Approach for the Situation

Bureaucratic Leadership

Means following rules rigorously, and ensure that their people follow procedures precisely.

It works for work involving serious safety risks (working with machinery, with toxic substances), or with large sums of money. Bureaucratic leadership is also useful for managing employees who perform routine tasks. Not very effective in teams that rely on creativity, flexibility and innovation.

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Leadership Styles - Choosing the Right Approach for the Situation

Leadership Styles - Choosing the Right Approach for the Situation

https://www.mindtools.com/pages/article/newLDR_84.htm

mindtools.com

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Key Ideas

Leadership is not a "one size fits all" thing

You must adapt your approach to fit the situation. 

This is why it's useful to develop a thorough understanding of other leadership frameworks and styles - the more approaches you're familiar with, the more flexible you can be.

Lewin's Leadership Styles

  • Autocratic leaders make decisions without consulting their team members, even if their input would be useful.
  • Democratic leaders make the final decisions, but they include team members in the decision-making process.
  • Laissez-faire leaders give their team members a lot of freedom in how they do their work. They provide support with resources and advice if needed, but otherwise they don't get involved.

The Blake-Mouton Managerial Grid

  • With a people-oriented style, you focus on organizing, supporting, and developing your team members. This participatory style encourages good teamwork and creative collaboration.
  • With task-oriented leadership, you focus on getting the job done. You define the work and the roles required, put structures in place, and plan, organize, and monitor work.

The best style to use is one that has both a high concern for people and a high concern for the task.

Path-Goal Theory

With this, you can identify the best leadership approach to use, based on your people's needs, the task that they're doing, and the environment that they're working in.

For example, highly-capable people, who are assigned to a complex task, will need a different leadership approach from people with low ability, who are assigned to an ambiguous task. (The former will want a participative approach, while the latter need to be told what to do.)

Flamholtz and Randle's Leadership Style Matrix

It shows you the best style to use, based on how capable people are of working autonomously, and how creative or "programmable" the task is.

The matrix is divided into four quadrants – each quadrant identifies two possible styles that will be effective for a given situation, ranging from "autocratic/benevolent autocratic" to "consensus/laissez-faire."

Transformational Leadership

Often the most effective style to use. 

Transformational leaders have integrity and high emotional intelligence . They motivate people with a shared vision of the future, and they communicate well. They're also typically self-aware , authentic , empathetic , and humble .

Bureaucratic Leadership

Means following rules rigorously, and ensure that their people follow procedures precisely.

It works for work involving serious safety risks (working with machinery, with toxic substances), or with large sums of money. Bureaucratic leadership is also useful for managing employees who perform routine tasks. Not very effective in teams that rely on creativity, flexibility and innovation.

Charismatic Leadership

Charismatic leaders inspire and motivate their team members. But they often focus on themselves and their own ambitions, and they may not want to change anything.

Charismatic leaders might believe that they can do no wrong, even when others warn them about the path that they're on.

Servant Leadership

A "servant leader " is someone, regardless of level, who leads simply by meeting the needs of the team. 

These people often lead by example. They have high integrity and lead with generosity. Their approach can create a positive corporate culture, and it can lead to high morale among team members, but it doesn't work in situations where you have to make quick decisions or meet tight deadlines.

Transactional Leadership

This style starts with the idea that team members agree to obey their leader when they accept a job. 

The "transaction" usually involves the organization paying team members in return for their effort and compliance on a short-term task. The leader has a right to "punish" team members if their work doesn't meet an appropriate standard.

It clarifies everyone's roles and responsibilities, but it can be amoral and can lead to high staff turnover

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Peter Drucker

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Sometimes a teammate needs a warm hug. Sometimes the team needs a visionary, a new style of coaching, someone to lead the way or even, on occasion, a kick in the bike shorts. 

For that reason, great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job.

Daniel Goleman’s leadership styles
  1. Pacesetting leader - “Do as I do, now”: expects and models excellence and self-direction. 
  2. Authoritative leader - “Come with me”: mobilizes the team toward a common vision.
  3. Affiliative leader - “People come first”:  works to create emotional bonds that bring a feeling of belonging.
  4. Coaching leader - "Try this": develops people for the future.
  5. Coercive leader - “Do what I tell you”: demands immediate compliance.
  6. Democratic leader - “What do you think?": builds consensus through participation.
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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.

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Is a collaboration document and ongoing process used to mindfully custom design business and personal relationships. 

It captures what draws each individual to the situation, enab...

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It provides a framework for a group to arrive at a shared decision around one direction. 

While many resources offer frameworks for brainstorming, divergence of thinking, and effectively whiteboarding, this is a framework and a method to make decision-making, and tough choices with a team, so that convergence happens.

The Cultural Transformation Tools (CTT)
Cultural diagnostics and values assessment instruments designed to support leaders in building high-performance, values-driven cultures that attract and keep talented people and increase staff engagement. 

The surveys provide the input you need to plan and manage your change initiatives, your cultural transformation programs, your diversity interventions, your talent management and leadership development initiatives, and your customer feedback. 

Inspirational does not mean charismatic
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But there are countless leaders who are...

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To motivate and inspire performance, a leader must be:

  • Visionary: providing a clear picture of the future and being able to communicate it to the team.
  • Enhancing: creating positive individual relationships along with team relationships.
  • Driver: completing things on time and being accountable for personal and group performance.
  • Principled: being a positive role model of doing the right things in the right way.
  • Enthusiast: being passionate about the organization, its goals and the work itself.
  • Expert: providing a strong technical direction that comes from deep expertise.
Agile leadership

Focuses on fast decision making, short-term goals, and the empowerment of individuals

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  • Vision: Creating a shared vision is the leadership part of servant leadership;
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Agile leaders are servant leaders.

Situational Leadership® II (SLII®)

It's a servant leadership model taught by The Ken Blanchard Companies, based on the belief that leadership style should be tailored to the situation

This kind of flexibility is a key principle of agile organizations.

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Charismatic Leaders

Charismatic professionals execute a certain magnetism and presence that automatically lead others to endorse them as leaders.

They have high levels of energy, unconventional behaviour and seem to be doing heroic deeds. We seem to be hardwired to seek and endorse over-glorified 'Superhero' like leaders.

Narcissist Leaders

Charismatic leaders can also be narcissists in some cases, having self-serving and grandiose intentions, taking advantage of their followers and abusing their power.

Even though they are generally perceived as arrogant, their bold vision and fearless attitude make them radiate an image of effective leaders, making them a high-risk, high-reward proposition.

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Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies. 

Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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The Pressure Of Time

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Sustainable Productivity

Instead of increasing the number of productive hours, we can focus on getting the right things done in a timely way. We also need to restore and balance ourselves, our colleagues, family and environment, instead of a neurotic or pathological focus on deadlines.

Find out what's truly important to us and use the finite resource of time wisely.

Phantom Workload

Phantom workload looks like real work but results in massive unproductivity and even conflict in an organization. The pressure to meet unrealistic expectations causes a vicious cycle of further workload.

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Lead with ethics

True leaders are proof you can do well by doing right. 

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Their leadership comes from their actions.

Lead with fairness

True leaders rise above their own prejudices and treat everyone equally.

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The Why of Life

Great leaders look at the fundamental forces of life, and ask 'Why'. There is a drive they carry, a cause, a purpose, that makes them inspired to achieve something bigger than themselves.

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  • The Discipline of How: The Why is held accountable by how things are done, and it is the most challenging component. 
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Followers Need Trust

Leaders gain followers due to trust. If customers (or end-users), and employees understand your core beliefs and drive, you start to gain their trust. 

This happens when you demonstrate and communicate that you share the same values and convictions.

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