Leadership Styles: Developing and Applying own preferred leadership styles ... Successful leadership...

Leadership Styles:

Developing and

Applying

Rebecca R. Swan, M.D.

Robert J. Vinci, MD

Objectives

Recognize and identify the five leadership

styles by Kouzes & Posner

Recognize and identify the 6 leadership

styles with EI (Goleman, Boyatzis and

McKeen)

Identify own preferred leadership styles

Discuss the importance of situational

leadership

The Leadership Challenge

Leadership can happen anywhere, at

any time.

Leadership is not about personality, it’s

about behavior.

Leaders search for opportunities to

innovate, grow & improve.

Leaders make it possible for others to

do good work.

5 Practices of Exemplary Leadership

Kouze & Posner: The Leadership Challenge

Model the Way

CLARIFY VALUES by

finding your voice and

affirming shared ideals.

SET THE EXAMPLE by

aligning actions with shared

values

Inspire a Shared Vision

ENVISION THE FUTURE

by imagining exciting and

ennobling possibilities.

ENLIST OTHERS in a

common vision by

appealing to shared

aspirations.

Challenge the Process

SEARCH FOR

OPPORTUNITIES by seizing

the initiative and by looking

outward for innovative ways

to improve.

EXPERIMENT AND TAKE

RISKS by constantly

generating small wins &

learning from experience.

Enable Others to Act

FOSTER

COLLABORATION by

building trust and

facilitating relationships.

STRENGTHEN OTHERS

by increasing self-

determination and

developing competence.

Encourage the Heart

RECOGNIZE

CONTRIBUTIONS by

showing appreciation for

individual excellence.

CELEBRATE THE

VALUES AND

VICTORIES by creating a

spirit of community.

Five Exemplary Leadership Practices

Model the way

Leaders’ actions speak louder than words. Leaders must become

involved and demonstrate their commitment.

Inspire a shared vision

Leaders must have a vision of change and must be able to

eloquently share that vision with others.

Challenge the process

Successful leaders use change and innovation.

Enable others to act

Successful leadership and accomplishments are not the result of

a single person. Leaders foster teamwork and encourage others

to exceed their own expectations.

Encourage the heart

Successful leaders know that constituents require recognition and

celebration. This fosters a strong sense of community.

Which is Best?

• Model

• Inspire

• Challenge

• Enable

• Encourage

LCA Results

Participants Council

0

2

4

6

8

10

12

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Your leadership practice profile

Model the way

Inspire a shared vision

Challenge the process

Enable others to act

Encourage the heart

…any surprises?

What People Most Look

for in a Leader

Honest - #1

Forward-looking – most

distinguishing for leaders

compared to other credible people

Inspiring

Competent

Another Way to Look at

Leadership

Leadership is not a function of the position

Personality is important, but recognize the

importance of leadership style and skill set

Going from Good to Great. “When I step

down as the leader nobody…..”

EQ >>> IQ

Leadership requires adaptability

Emotional Intelligence and

Leadership

Self Aware

Know your emotions

Self Management

Manage your emotions and motivate yourself

Social Awareness

Recognize/understand other people’s emotions

Relationship Management

Manage and working with colleagues

Dan Goleman, HBR

The Leadership Repertoire

Authoritative/Visionary

Coercive/Commanding

Affiliative

Democratic

Pacesetting

Coaching

Primal Leadership, Goleman, Boiyakas, McKee

Leadership that Gets Results, Goleman

Leadership Styles: Authoritative

How it builds resonance:

Moves people toward shared dreams

Visionary

Impact on Climate:

Most strongly positive

When Appropriate:

When changes require a new vision or when

a clear direction is needed

Leadership Style: COERCIVE

How it builds resonance:

Soothes fears by giving clear

direction in an emergency

Commanding leadership

Impact on Climate:

Because so often misused, highly negative

When Appropriate:

In a crisis, to kick-start a turnaround, or with

problem employees

Leadership Style: AFFILIATIVE

How it builds resonance:

Creates harmony by connecting people to

each other

People first

Impact on Climate:

Positive

When Appropriate:

To heal rifts in a team, motivate during

stressful times, or strengthen connections

Leadership Style:

DEMOCRATIC

How it builds resonance:

Values people’s input and gets commitment

through participation

Impact on Climate:

Positive

When Appropriate:

To build buy-in or consensus, or to get

valuable input from employees

Leadership Style: PACESETTING How it builds resonance:

Leader sets high expectations and models

them for others

Meets challenging & exciting goals

Impact on Climate:

Often highly negative

Frequently poorly executed

When Appropriate:

To get high-quality results from a motivated

and competent team

Leadership Styles: COACHING

How it builds resonance:

Connects what a person wants with the

organization’s goals

Impact on Climate:

Highly positive

When Appropriate:

To help an employee improve performance by

building long-term capabilities

Questions for Reflection

How will you apply what you learned to

your project or leadership challenges?

What are strengths of your leadership

style? Any potential downfalls?

What styles do you think you need to have

in your leadership team to complement

yours?

Great Leaders

Have an understanding of their leadership

style, yet….

Are comfortable with more than one style

Have Emotional Intelligence that allows

them to adapt to the

circumstance/surroundings/individuals

Understand the value of becoming a

“Situational Leader

Situational Leadership

Every leader has a preferred style

Successful leaders adapt their style to

meet the needs of the group as well as the

goals of the situation

How do you manage when the situation

requires a leadership style that is different

than your preferred style

Do you prioritize your leadership style?

To what degree to you adapt?

Situational Leadership

Directive Behavior

Sup

po

rtiv

e B

eh

avio

r High

Low High

Supporting Coaching

Directing Delegating

Situational Leadership

Adapted from

Leadership and the

One Minute Manager

K. Blanchard

Next Steps

Reflect on your own leadership style

Think of a situation that pushed you to

move to a different type of leadership style

Bring this dilemma to tomorrow’s session

on Leadership for further discussion

Utilize your mentors during this meeting to

further discuss your leadership questions