Many people have qualified different styles of leadership; even more have debated which is the best style. Instead, consider carrying these with you like a multi-tool or swiss army knife. They will always be there; you just need to choose the right tool for the situation. During the normal operation of one’s organization they will probably become comfortable with one or two styles that come together with their personality to create the kind of leadership they will be known for. But all good leaders need to adapt to whatever is in front of them.
The pacesetting leader is one who says, do as I do now. This is also known as leading by example and often what people consider leadership to be. However, if your team are only ever doing as you do, there is no room for innovation or growth.
The authoritative leader demands come with me. This style is great for when a new vision or direction is needed. Often when an organization needs immediate change this is a great style to get your team motivated and moving in one direction.
The affiliative leader tells us that people come first. This style is often needed if there are tough times in the company and team members are hurting. It is nurturing, but too much nurturing leadership can weaken performance if team members come to rely on the leader too much.
The coaching leader encourage us to try things. This is a successful style when trying to establish a chain of leadership and responsibility in an organization. This kind of leader identifies his team members’ personal strengths and helps develop them, but it won’t work with a team that doesn’t want to learn or develop.
The coercive leader demands do what I tell you. This style of leadership is widely considered to only be a good choice in emergencies when decisions need to be made and executed swiftly. In long term use it will alienate team members.
The democratic leader asks what do you think? This is a great style for generating new ideas, team building or leadership building. It may not always be productive in everyday use as it slows things down.
The job of a leader is challenging, especially since it comes with the responsibility of success but also the well-being of the teams of people in the organization. Here are some tips on inspiring your team.
Don’t be bossy. Being a leader is different than being a boss. Any one can assign work and punish people who don’t complete it. Leadership requires a high level of responsibility and personal involvement in the projects one oversees. Leadership is more about influence than authority.
Make your team feel safe. No goal is protected entirely from failure. It can happen by chance or human error. Allow your team to feel safe failing with you. If something goes wrong don’t immediately blame the team or point fingers about specific mistakes.
Motivate and encourage people. Use positive and encouraging feedback. Help team members see that their ideas matter. Encourage them to develop their talents. Make sure to note when their work has improved or impresses you.
What does leadership mean exactly? The word can conjure many images in the mind.
A political leader. Someone chasing a cause they are passionate about or that is personal to them.
Someone exploring the unknown and the very new. Someone cutting a path through the metaphorical jungle to bring the rest of us along with them.
An executive, CEO or business owner developing their company, their strategies, products and services to beat out the competition.
Leaders are almost always helping themselves, but they cannot be a leader if they are not also helping others do the right things. They set the direction and tone. They build inspirational visions for people to get behind. They create something never before seen.
Leaders also need to be the compass and use their skills in guidance to help others reach the correct destination in a ethical and fair way.
A compelling vision provides the foundation for leadership. But it’s leaders’ ability to motivate and inspire people that helps them deliver that vision.
While leaders with a compelling vision provide the keystone for leadership, it is a leader’s ability to motivate people and inspire people that assist them in delivering that vision.
As an example: when you begin a new project, likely you will have lots of energy for it. This makes it easy to win support at first. It can be difficult to find ways to maintain your vision and that energy after that new project magic fades. Good leaders know this and they work hard continuously through the life of the project to help people with their needs and goals to keep the energy up.
To do this, leaders link two expectations. That hard work leads to good results and that good results lead to attractive rewards or incentives.
This motivates people to continue to work hard to achieve the goals and dreams they have for themselves.
As a leader it is good to know if someone is thinking of leaving the organization. Listed below are some behaviors that may indicate someone is planning on leaving. As a leader, you can address these behaviors calmly and rationally.
They have shown less interest in working with clients than usual.
They have left early from work more frequently than they normally do.
Their work productivity has gone quite a bit recently.
They don’t seem interested in upholding the vision of the organization.
They have spoken more about not being happy with other team members.
They have been much less of a team player lately; they keep to themselves.
They have just been doing the “minimum” frequently as of late.
They have said they weren’t getting along with their co-workers recently.
They haven’t be interested in long term goals and projects.
Generally speaking, their attitude has been negative.
They have been a “low effort” “low motivation” team member lately.
Addressing these issues will be necessary as a leader whether they problem is the team member is planning on leaving or not.
W.C.H. Prentice in a landmark article defined leadership thusly: “the accomplishment of a goal through the direction of human assistants”
Prentice believed a successful leader is one who understands people’s motivations. They are someone who enlist organization members’ participation in a way that brings together the interests and needs of individuals to the group’s purpose. Prentice believed in a democratic leadership that gives organization members a space in which they can learn and grow. Yet, this space needs governed so there is not anarchy.
Prentice’s ideas about how to motivate people to support the organization’s purpose is timeless.
Leaders should always be getting to know their group’s members so they can understand their motivations. And one learning about those motivations using them as impetuous to spur that group member into action for the benefit of the organization and themselves.
Material rewards are important but there should also always be room for personal growth, and it is the leader’s job to create that opportunity. This personal growth should be linked both to the group member’s motivations and too the goals of the organization.