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)

Four Style PreferencesFour Style Preferences

Idealist

Activist

Analyst

Harmonizer

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

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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

Four Style PreferencesFour Style Preferences

Idealist

Activist

Analyst

Harmonizer

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

ConclusionConclusion

Teams work most effectively when:– differences are acknowledged and affirmed– Each persons’ unique contributions can be made– Decisions and actions are based upon diversity

of perspectives