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Leadership StylesLeadership Styles::Discovering Your Own Style Discovering Your Own Style and Appreciating Differencesand Appreciating Differences
David M. Irby, Ph.D.
University of California
San Francisco
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Understanding Your Style Preferences
Appreciating Differences
Communicating Effectively
Leadership StylesLeadership Styles
Systematic ways of perceiving, thinking and acting
Four window on the world framed by– Ideals, Action, Logic, Harmony(feelings)
Everyone has each style but also preferences for one or more
Each leadership style has strengths and challenges
Idealist StyleIdealist Style
Pursues excellence and ideals
Helps and supports others
Stresses cooperation, participation and loyalty
Does what is right Listens to others
Idealist Style: ChallengesIdealist Style: Challenges
Set realistic expectations
Initiate action Remain flexible
Activist StyleActivist Style
Action and task oriented
Takes charge and gets results
Leads in direct and forceful manner
Organizes others and achieves results
Activist Style: ChallengesActivist Style: Challenges
Reduce speed Involve others Focus Follow procedures
Analyst StyleAnalyst Style
Analytical, methodical, practical
Objective and rational Establishes and
follows plans Relies on fair policies
and procedures
Analyst Style: ChallengesAnalyst Style: Challenges
Move more rapidly without data
Set priorities Be sensitive to feelings
Harmonizer StyleHarmonizer Style
Enthusiastic and sociable
Flexible and adaptable Seeks consensus and
harmony Works for flexible and
adaptive solutions
Harmonizer Style: ChallengesHarmonizer Style: Challenges
Be organized and task oriented
Maintain direction Confront differences
Understanding Your Understanding Your Style PreferencesStyle Preferences
Idealist
Activist
Analyst
Harmonizer
Understanding DifferencesUnderstanding Differences
Select your most preferred style– 1. Idealist, 2. Activist, 3. Analyst,
4. Harmonizer Assemble by style
– If more than 10, sub-divide Introduce yourselves Appoint a recorder Discuss the case (general approach)
Communicating EffectivelyCommunicating Effectively
Lead with your strength
Appreciate differences
Adapt to different styles
Use multiple approaches
Creating Productive and Creating Productive and Cooperative TeamsCooperative Teams
David M. Irby, PhD
University of California
San Francisco
PreviewPreview
Style Differences: How they help and what they want
Case Discussion
Creating Effective Teams
How Idealist HelpsHow Idealist Helps
Helps by being available, non-directive, encouraging, and stressing ideals
Wants to be responsive and helpful, to pursue ideals and excellence, and to show concern for others
How Activist HelpsHow Activist Helps
Helps by taking initiative, offering suggestions, seeing opportunities, confronting problems
Wants opportunities to perform, to meet a challenge, to take initiative and to be responsible
How Analyst HelpsHow Analyst Helps Helps by providing
informative and practical advise, analyzing problems step by step
Wants opportunities to be analytical, to use familiar procedures, and to build on what is known
How Harmonizer HelpsHow Harmonizer Helps
Helps by listening with warmth and empathy, and helping others to come up with their own answers and meaning
Wants a chance to be with others, to use humor, and to be in the spotlight
Working as a Team: A Case Working as a Team: A Case StudyStudy Assemble by number Introduce yourselves and describe your
styles Discuss the case
– Identify the styles of each team member– Describe how each of you would orient the
team– Obtain reactions of others to your proposal
Creating Effective TeamsCreating Effective Teams
Orient and provide clear expectations– Ask for learner goals, interests, background
Create an enthusiastic and supportive learning climate
Provide direction, follow-up, feedback Coordinate with the senior resident
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