Management Management Styles:Styles:

Leadership that Leadership that gets Resultsgets Results

Inventories can be managed, Inventories can be managed, but people must be led.but people must be led. H. Ross H. Ross PerotPerot

Emotional Intelligence: the Emotional Intelligence: the ability to manage ourselves ability to manage ourselves and our relationships and our relationships effectivelyeffectively

• Self AwarenessSelf Awareness

• Self-managementSelf-management

• Social AwarenessSocial Awareness

• Social SkillSocial Skill

Leadership Styles at a Leadership Styles at a GlanceGlance

• CoerciveCoercive

• AuthoritativeAuthoritative

• AffiliativeAffiliative

• DemocraticDemocratic

• PacesettingPacesetting

• CoachingCoaching

CoerciveCoercive

• Demands immediate complianceDemands immediate compliance

• ““Do what I tell you.”Do what I tell you.”

• Drive to achieve, initiative, self-Drive to achieve, initiative, self-controlcontrol

• In a crisis, to kick start a turnaround, In a crisis, to kick start a turnaround, or with problem employeesor with problem employees

• NegativeNegative

AuthoritativeAuthoritative

• Mobilizes people toward a visionMobilizes people toward a vision

• ““Come with me.”Come with me.”

• Self-confidence, empathy, change Self-confidence, empathy, change catalystcatalyst

• When changes require a new vision, When changes require a new vision, or when a clear direction is neededor when a clear direction is needed

• Most strongly positiveMost strongly positive

AffiliativeAffiliative

• Creates harmony and builds Creates harmony and builds emotional bondsemotional bonds

• ““People come first.”People come first.”• Empathy, building relationships, Empathy, building relationships,

communicationcommunication• To heal rifts in a team or to motivate To heal rifts in a team or to motivate

people during stressful circumstancespeople during stressful circumstances• PositivePositive

DemocraticDemocratic

• Forges consensus through Forges consensus through participationparticipation

• ““What do you think?”What do you think?”

• Collaboration, team leadership, Collaboration, team leadership, communicationcommunication

• To build buy-in or consensus, or to get To build buy-in or consensus, or to get input from valuable employeesinput from valuable employees

• PositivePositive

PacesettingPacesetting

• Sets high standards for performanceSets high standards for performance

• ““Do as I do, now.”Do as I do, now.”

• Conscientiousness, drive to achieve, Conscientiousness, drive to achieve, initiativeinitiative

• To get quick results from a highly To get quick results from a highly motivated and competent teammotivated and competent team

• NegativeNegative

CoachingCoaching

• Develops people for the futureDevelops people for the future• ““Try this.”Try this.”• Developing others, empathy, self Developing others, empathy, self

awarenessawareness• To help an employee improve To help an employee improve

performance or develop long term performance or develop long term strengthsstrengths

• PositivePositive

1.1. You are on an airplane that suddenly hits You are on an airplane that suddenly hits extremely bad turbulence and begins rocking extremely bad turbulence and begins rocking from side to side. What do you do?from side to side. What do you do?

• A. Continue to read your book or magazine, or A. Continue to read your book or magazine, or watch the movie, trying to pay little attention to watch the movie, trying to pay little attention to the turbulence.the turbulence.

• B. Become vigilant for an emergency, carefully B. Become vigilant for an emergency, carefully monitoring the stewardesses and reading the monitoring the stewardesses and reading the emergency instructions card.emergency instructions card.

• C. A little of both a and b.C. A little of both a and b.

• D. Not sure - never noticed.D. Not sure - never noticed.

2. You are in a meeting when a colleague 2. You are in a meeting when a colleague takes credit for work that you have done. takes credit for work that you have done. What do you do?What do you do?

• A. Immediately and publicly confront the A. Immediately and publicly confront the colleague over the ownership of your work.colleague over the ownership of your work.

• B. After the meeting, take the colleague aside B. After the meeting, take the colleague aside and tell her that you would appreciate in the and tell her that you would appreciate in the future that she credits you when speaking about future that she credits you when speaking about your work.your work.

• C. Nothing, it's not a good idea to embarrass C. Nothing, it's not a good idea to embarrass colleagues in public.colleagues in public.

• D. After the colleague speaks, publicly thank her D. After the colleague speaks, publicly thank her for referencing your work and give the group for referencing your work and give the group more specific detail about what you were trying to more specific detail about what you were trying to accomplish.accomplish.

3. You are a customer service representative 3. You are a customer service representative and have just gotten an extremely angry and have just gotten an extremely angry client on the phone. What do you do?client on the phone. What do you do?

• A. Hang-up. It doesn't pay to take abuse from A. Hang-up. It doesn't pay to take abuse from anyone.anyone.

• B. Listen to the client and rephrase what you B. Listen to the client and rephrase what you gather he is feeling.gather he is feeling.

• C. Explain to the client that he is being unfair, that C. Explain to the client that he is being unfair, that you are only trying to do your job, and you would you are only trying to do your job, and you would appreciate it if he wouldn't get in the way of this.appreciate it if he wouldn't get in the way of this.

• D. Tell the client you understand how frustrating D. Tell the client you understand how frustrating this must be for him, and offer a specific thing you this must be for him, and offer a specific thing you can do to help him get his problem resolved.can do to help him get his problem resolved.

4. You are a college student who had hoped to 4. You are a college student who had hoped to get an A in a course that was important for get an A in a course that was important for your future career aspirations. You have just your future career aspirations. You have just found out you got a C- on the midterm. What found out you got a C- on the midterm. What do you do?do you do?• A. Sketch out a specific plan for ways to improve A. Sketch out a specific plan for ways to improve

your grade and resolve to follow through.your grade and resolve to follow through.

• B. Decide you do not have what it takes to make B. Decide you do not have what it takes to make it in that career.it in that career.

• C. Tell yourself it really doesn't matter how much C. Tell yourself it really doesn't matter how much you do in the course, concentrate instead on you do in the course, concentrate instead on other classes where your grades are higher.other classes where your grades are higher.

• D. Go see the professor and try to talk her into D. Go see the professor and try to talk her into giving you a better grade.giving you a better grade.

5. You are a manager in an organization that 5. You are a manager in an organization that is trying to encourage respect for racial and is trying to encourage respect for racial and ethnic diversity. You overhear someone ethnic diversity. You overhear someone telling a racist joke. What do you do?telling a racist joke. What do you do?

• A. Ignore it - the best way to deal with these A. Ignore it - the best way to deal with these things is not to react.things is not to react.

• B. Call the person into your office and explain B. Call the person into your office and explain that their behavior is inappropriate and is that their behavior is inappropriate and is grounds for disciplinary action if repeated.grounds for disciplinary action if repeated.

• C. Speak up on the spot, saying that such jokes C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your are inappropriate and will not be tolerated in your organization.organization.

• D. Suggest to the person telling the joke he go D. Suggest to the person telling the joke he go through a diversity training program.through a diversity training program.

6. You are an insurance salesman calling on 6. You are an insurance salesman calling on prospective clients. You have left the last 15 prospective clients. You have left the last 15 clients empty-handed. What do you do?clients empty-handed. What do you do?

• A. Call it a day and go home early to miss rush-A. Call it a day and go home early to miss rush-hour traffic.hour traffic.

• B. Try something new in the next call, and keep B. Try something new in the next call, and keep plugging away.plugging away.

• C. List your strengths and weaknesses to identify C. List your strengths and weaknesses to identify what may be undermining your ability to sell.what may be undermining your ability to sell.

• D. Sharpen up your resume.D. Sharpen up your resume.

7. You are trying to calm down a colleague 7. You are trying to calm down a colleague who has worked herself into a fury because who has worked herself into a fury because the driver of another car has cut dangerously the driver of another car has cut dangerously close in front of her. What do you do?close in front of her. What do you do?

• A. Tell her to forget about it-she's OK now and it is A. Tell her to forget about it-she's OK now and it is no big deal.no big deal.

• B. Put on one of her favorite tapes and try to B. Put on one of her favorite tapes and try to distract her.distract her.

• C. Join her in criticizing the other driver.C. Join her in criticizing the other driver.

• D. Tell her about a time something like this D. Tell her about a time something like this happened to you, and how angry you felt, until you happened to you, and how angry you felt, until you saw the other driver was on the way to the saw the other driver was on the way to the hospital.hospital.

8. A discussion between you and your partner 8. A discussion between you and your partner has escalated into a shouting match. You are has escalated into a shouting match. You are both upset and in the heat of the argument, both upset and in the heat of the argument, start making personal attacks which neither start making personal attacks which neither of you really mean. What is the best thing to of you really mean. What is the best thing to do?do?

• A. Agree to take a 20-minute break before A. Agree to take a 20-minute break before continuing the discussion.continuing the discussion.

• B. Go silent, regardless of what your partner says.B. Go silent, regardless of what your partner says.

• C. Say you are sorry, and ask your partner to C. Say you are sorry, and ask your partner to apologize too.apologize too.

• D. Stop for a moment, collect your thoughts, then D. Stop for a moment, collect your thoughts, then restate your side of the case as precisely as possible.restate your side of the case as precisely as possible.

9. You have been given the task of managing 9. You have been given the task of managing a team that has been unable to come up with a team that has been unable to come up with a creative solution to a work problem. What is a creative solution to a work problem. What is the first thing that you do?the first thing that you do?• A. Draw up an agenda, call a meeting and allot a A. Draw up an agenda, call a meeting and allot a

specific period of time to discuss each item.specific period of time to discuss each item.

• B. Organize an off-site meeting aimed specifically B. Organize an off-site meeting aimed specifically at encouraging the team to get to know each at encouraging the team to get to know each other better.other better.

• C. Begin by asking each person individually for C. Begin by asking each person individually for ideas about how to solve the problem.ideas about how to solve the problem.

• D. Start out with a brainstorming session, D. Start out with a brainstorming session, encouraging each person to say whatever comes encouraging each person to say whatever comes to mind, no matter how wild.to mind, no matter how wild.

10. You have recently been assigned a young 10. You have recently been assigned a young manager in your team, and have noticed that manager in your team, and have noticed that he appears to be unable to make the simplest he appears to be unable to make the simplest of decisions without seeking advice from you. of decisions without seeking advice from you. What do you do?What do you do?• A. Accept that he "does not have what it take to A. Accept that he "does not have what it take to

succeed around here" and find others in your succeed around here" and find others in your team to take on his tasks.team to take on his tasks.

• B. Get an HR manager to talk to him about where B. Get an HR manager to talk to him about where he sees his future in the organization.he sees his future in the organization.

• C. Purposely give him lots of complex decisions C. Purposely give him lots of complex decisions to make so that he will become more confident in to make so that he will become more confident in the role.the role.

• D. Engineer an ongoing series of challenging but D. Engineer an ongoing series of challenging but manageable experiences for him, and make manageable experiences for him, and make yourself available to act as his mentor.yourself available to act as his mentor.

Emotional Intelligence: the Emotional Intelligence: the ability to manage ourselves ability to manage ourselves and our relationships and our relationships effectivelyeffectively• Self Awareness—understand your emotions, Self Awareness—understand your emotions,

accurate self-assessment, self-confidenceaccurate self-assessment, self-confidence

• Self-management—self-control, trustworthiness, Self-management—self-control, trustworthiness, conscientiousness, adaptability, achievement conscientiousness, adaptability, achievement orientation, initiative orientation, initiative

• Social Awareness—empathy, organizational Social Awareness—empathy, organizational awareness, service orientationawareness, service orientation

• Social Skill—vision, develop others, Social Skill—vision, develop others, communication, conflict management, teamwork, communication, conflict management, teamwork, collaborationcollaboration

If your actions inspire others If your actions inspire others to dream more, learn more, to dream more, learn more, do more and become more, do more and become more, you are a leader.you are a leader. John Quincy John Quincy AdamsAdams

What I want you to take away What I want you to take away ……

• You can build your ability to lead!You can build your ability to lead!

• Choose how you want to leadChoose how you want to lead

• The choice should be based upon:The choice should be based upon:– the situationthe situation

•Who you are managingWho you are managing

•Necessary accomplishmentsNecessary accomplishments