leadership and management styles - charles warner's … · ppt file · web view ·...

Leadership StylesLeadership Styles

Leadership Style (Emotional Leadership Style (Emotional Intelligence Perspective)Intelligence Perspective)

““Leadership That Gets Results,” Daniel Leadership That Gets Results,” Daniel Goleman, Goleman, Harvard Business Review, Harvard Business Review, March-April March-April

2000.2000.

Leadership StyleLeadership Style Coercive:Coercive:

Modus operandi: Demands immediate Modus operandi: Demands immediate compliancecompliance

The style in a phrase: “Do what I tell you.”The style in a phrase: “Do what I tell you.” Underlying emotional intelligence: Drive to Underlying emotional intelligence: Drive to

achieve, initiate, self-controlachieve, initiate, self-control When style works best: In a crisis, to kick start When style works best: In a crisis, to kick start

a turnaround, or with problem employeesa turnaround, or with problem employees Overall impact on climate: NegativeOverall impact on climate: Negative

Leadership StyleLeadership Style

Authoritative:Authoritative: Modus operandi: Mobilizes people toward a Modus operandi: Mobilizes people toward a

visionvision The style in a phrase: “Come with me.”The style in a phrase: “Come with me.” Underlying emotional intelligence: Self-Underlying emotional intelligence: Self-

confidence, empathy, change catalystconfidence, empathy, change catalyst When style works best: When changes require When style works best: When changes require

a new vision, or a clear direction is neededa new vision, or a clear direction is needed Overall impact on climate: Most strongly Overall impact on climate: Most strongly

positivepositive


Democratic:Democratic: Modus operandi: Forges consensus through Modus operandi: Forges consensus through

participationparticipation The style in a phrase: “What do you think?”The style in a phrase: “What do you think?” Underlying emotional intelligence: Underlying emotional intelligence:

Collaboration, team leadership, communicationCollaboration, team leadership, communication When style works best: To build buy-in or When style works best: To build buy-in or

consensus, or to get input from valuable consensus, or to get input from valuable employeesemployees

Overall impact on climate: PositiveOverall impact on climate: Positive


Affiliative:Affiliative: Modus operandi: Creates harmony and builds Modus operandi: Creates harmony and builds

emotional bondsemotional bonds The style in a phrase: “People come first.”The style in a phrase: “People come first.” Underlying emotional intelligence: Empathy, Underlying emotional intelligence: Empathy,

building relationships, communicationbuilding relationships, communication When style works best: To heal rifts in a When style works best: To heal rifts in a

team or to motivate people during stressful team or to motivate people during stressful circumstancescircumstances



Pacesetting:Pacesetting: Modus operandi: Sets high standard of Modus operandi: Sets high standard of

performanceperformance The style in a phrase: “Do as I do, now.”The style in a phrase: “Do as I do, now.” Underlying emotional intelligence: Underlying emotional intelligence:

Conscientiousness, drive to achieve, initiativeConscientiousness, drive to achieve, initiative When style works best: To get quick results When style works best: To get quick results

from a highly motivated and competent teamfrom a highly motivated and competent team Overall impact on climate: NegativeOverall impact on climate: Negative


Coaching:Coaching: Modus operandi: Develops people for the Modus operandi: Develops people for the

future.future. The style in a phrase: “Try this.”The style in a phrase: “Try this.” Underlying emotional intelligence: Underlying emotional intelligence:

Developing others, empathy, self-awarenessDeveloping others, empathy, self-awareness When style works best: To help employee When style works best: To help employee

improve performance or develop long-term improve performance or develop long-term strengthsstrengths


The LessonThe Lesson Different strokes for different folks.Different strokes for different folks. Leaders must be flexible and change their Leaders must be flexible and change their

styles according to the styles according to the situationsituation and the and the people.people. Situational leadership.Situational leadership.

Old Style vs. New StyleOld Style vs. New Style Heroic (Old)Heroic (Old)

1.1. Managers are Managers are important people, quite important people, quite apart from others who apart from others who develop products and develop products and deliver services.deliver services.

2.2. The higher “up” these The higher “up” these managers go, the more managers go, the more important they important they become. At the “top,” become. At the “top,” the chief executive the chief executive isis the corporation.the corporation.

Engaging (New)Engaging (New)1.1. Managers are important Managers are important

to the extent that they to the extent that they help other people who help other people who develop products and develop products and deliver services to be deliver services to be important. important.

2.2. An organization is an An organization is an interacting network, not interacting network, not a vertical hierarchy. a vertical hierarchy. Effective leaders work Effective leaders work throughout; they do not throughout; they do not sit on top. sit on top.

Henry Mintzberg. Managers Not MBAs. 2004. San Francisco: Berrett-Koehler Publishers.

Heroic (Old)Heroic (Old) Engaging (New)Engaging (New)

3.3. Down the hierarchy Down the hierarchy comes the strategy—comes the strategy—clear, deliberate, and clear, deliberate, and bold—emanating from bold—emanating from the chief who takes the the chief who takes the dramatic acts. dramatic acts. Everyone else Everyone else “implements.”“implements.”

4.4. Implementation is the Implementation is the problem because while problem because while the chief embraces the chief embraces change, most others change, most others resist it. That is why resist it. That is why outsiders must be outsiders must be favored over insiders. favored over insiders.

3.3. Out of the network Out of the network emerge strategies, as emerge strategies, as engaged people solve engaged people solve little problems that little problems that grow into big initiatives.grow into big initiatives.

4.4. Implementation is the Implementation is the problem because it problem because it cannot be separated cannot be separated from formulation. That from formulation. That is why committed is why committed insiders are necessary insiders are necessary to resist ill-considered to resist ill-considered changes imposed from changes imposed from above and without. above and without.


5.5. To manage is to make To manage is to make decisions and allocate decisions and allocate resources—including resources—including those human those human resources. Managing resources. Managing thus means analyzing, thus means analyzing, often calculating, often calculating, based on facts in based on facts in reports.reports.

6.6. Rewards for increased Rewards for increased performance go to the performance go to the leadership. What leadership. What matters is what’s matters is what’s measured. measured.

5.5. To manage is to bring To manage is to bring out the positive energy out the positive energy that exists naturally that exists naturally within people. Managing within people. Managing thus means engaging, thus means engaging, based on judgment, based on judgment, rooted in context. rooted in context.

6.6. Rewards for making the Rewards for making the organization a better organization a better place go to everyone. place go to everyone. Human values matter, Human values matter, few of which can be few of which can be measured.measured.


7.7. Leadership is thrust Leadership is thrust upon those who thrust upon those who thrust their will on others. their will on others.

7.7. Leadership is a sacred Leadership is a sacred trust earned from the trust earned from the respect of others. respect of others.

leadership and management styles - charles warner's … · ppt file · web view ·...

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