How do you lead your teams?
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Leadership styles
There
are a number of different approaches, or 'styles' to leadership and
management that are based on different assumptions and theories. The style
that individuals use will be based on a combination of their beliefs,values and preferences,
as well as the organizational culture and norms which
will encourage some styles and discourage others however fundamental traits
remain at the forefront of the Leaders style and directives.
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It is imperative to state right off the bat that “Manager and leader”
are two completely different roles, although we often use the terms
interchangeably. Managers are primarily facilitators of their team members’
success. They ensure that their people have everything they need to be
productive and successful; that they’re well trained, happy and have minimal
roadblocks in their path; that they’re being groomed for the next level; that
they are recognized for great performance and coached through their challenges.
Conversely, a leader can be anyone on the team who has
a particular talent, who is creatively thinking out of the box and has a great
idea, who has experience in a certain aspect of the business or project that
can prove useful to the manager and the team. A leader leads based on
strengths, not titles.
The best managers consistently allow different leaders
to emerge and inspire their teammates (and themselves!) to the next level.
When you’re dealing with ongoing challenges and
changes, and you’re in uncharted territory with no means of knowing what comes
next, no one can be expected to have all the answers or rule the team with an
iron fist based solely on the title on their business card. It just doesn’t
work for day-to-day operations. Sometimes a project is a long series of
obstacles and opportunities coming at you at high speed,
and you need every
ounce of your collective spirits and minds and skill sets to get through it.
In observation the best leaders don’t create
followers; they create more leaders. When we share leadership, we’re all a lot
smarter, more nimble and more capable in the long run, especially when that
long run is fraught with unknown and unforeseen challenges.
Here are the six leadership styles do you know which
one is you?
1.
The pacesetting leader expects
and models excellence and self-direction. If this style were summed up in one
phrase, it would be “Do as I do, now.” The pacesetting style works best when
the team is already motivated and skilled, and the leader needs quick results.
Used extensively, however, this style can overwhelm team members and squelch
innovation.
2.
The authoritative leader mobilizes
the team toward a common vision and focuses on end goals, leaving the means up
to each individual. If this style were summed up in one phrase, it would be
“Come with me.” The authoritative style works best when the team needs a new
vision because circumstances have changed, or when explicit guidance is not
required. Authoritative leaders inspire an entrepreneurial spirit and vibrant
enthusiasm for the mission. It is not the best fit when the leader is working
with a team of experts who know more than him or her.
3.
The affiliative leader works
to create emotional bonds that bring a feeling of bonding and belonging to the
organization. If this style were summed up in one phrase, it would be “People
come first.” The affiliative style works best in times of stress, when
teammates need to heal from a trauma, or when the team needs to rebuild trust.
This style should not be used exclusively, because a sole reliance on praise
and nurturing can foster mediocre performance and a lack of direction.
4.
The coaching leader develops
people for the future. If this style were summed up in one phrase, it would be
“Try this.” The coaching style works best when the leader wants to help
teammates build lasting personal strengths that make them more successful
overall. It is least effective when teammates are defiant and unwilling to
change or learn, or if the leader lacks proficiency.
5.
The coercive leader demands
immediate compliance. If this style were summed up in one phrase, it would be
“Do what I tell you.” The coercive style is most effective in times of crisis,
such as in a company turnaround or a takeover attempt, or during an actual
emergency like a tornado or a fire. This style can also help control a problem
teammate when everything else has failed. However, it should be avoided in
almost every other case because it can alienate people and stifle flexibility
and inventiveness.
6.
The democratic leader builds
consensus through participation. If this style were summed up in one phrase, it
would be “What do you think?” The democratic style is most effective when the
leader needs the team to buy into or have ownership of a decision, plan, or
goal, or if he or she is uncertain and needs fresh ideas from qualified
teammates. It is not the best choice in an emergency situation, when time is of
the essence for another reason or when teammates are not informed enough to
offer sufficient guidance to the leader.
Anthony Christodoulou Tony@pakter.com
