 |
| Best Leadership Style |
Taking a team from ordinary to extraordinary means to understand and embrace the differences between management and leadership. According to author and consultant Peter Drucker, "Management is doing things right, leadership is doing the right thing."
Managers and leaders are two completely different functions, although they often use the terms interchangeably. Manager facilitator success of their team members. They ensure that their people have everything they need to be productive and successful; which they are formed, happy and have a minimum of obstacles in their way; They are prepared for the next level; which they are recognized by the great performance and trained through their challenges.
On the contrary, a leader can be anyone on the computer that has certain talents, creative thinking outside the box and have a good idea, who have experience in certain aspects of the business or project that may be useful for managers and equipment. A leader leads by force, not the title.
The best managers consistently allow different leaders emerge and inspire their teammates (and themselves!) The next level.
When you're dealing with the current challenges and changes, and you're in unfamiliar territory with no way of knowing what comes next, no one could be expected to have all the answers or command a team with an iron hand just based on the title them your business card. Just does not work for daily operations. Sometimes it is a project of a long series of obstacles and opportunities that come at you at high speed, and you need every ounce of hearts and minds collective and experience to get through it.
This is why the military style of leadership from the top down is never effective in the fast-paced world of adventure racing, or in this case, our daily life (which is really one big, long adventure, hopefully!). I really believe in Tom Peters observation that the best leaders do not create followers; they create more leaders. When we share the leadership, all much smarter, more agile and more capable in the long term, especially when the long-term full of challenges of the unknown and unexpected.
changes in leadership style
Not only great teammates allow different leaders appear constantly depending on their strengths, but also realize that leadership can and should be situational, depending on the needs of the team. Sometimes a team needs a warm embrace. Sometimes a team needs a visionary, a new coaching style, someone to lead the way or even, sometimes, a Chilean in the shorts. To this end, the great leader chose his leadership style as a golfer choose your club with a calculated analysis of the problems they face, the final destination and the best tools for the job.
My favorite research on the subject of leadership kinetic Daniel Goleman Leadership that gets results, a baseline study of 2000, the Harvard Business Review. Goleman and his team completed the three-year study, with more than 3,000 middle managers. It aims to discover specific leadership behaviors and determine their effect on the business climate and the effects of each leadership style on the profitability of the bottom line.
This study found that the leadership style of a manager is responsible for 30% of the bottom line profitability of the company! It was too much to ignore. Imagine the amount of money to businesses and effort spent on new processes, efficiency, and a method of cutting costs in an effort to add even one percent of profitability baseline, and compare it with the only manager inspiration for kinetic with his leadership style. It was a no-brainer.
Here are six leadership styles Goleman discovered among administrators who studied, as well as a brief analysis of the effects of each style business climate:
Pacesetters leaders expect and models of excellence and self-direction. If this style summed up in one phrase, it would be "Do as I do now." Pacesetters work best when the team is motivated and trained, and leaders need quick results. Is widely used, however, this style can overwhelm and extinguish innovation team members.
authoritative leaders mobilize teams toward a vision and focus on the ultimate goal, leaving the means for each individual. If this style summed up in one phrase, it would be "Come with me". authoritarian style works best when the team needs a new vision because circumstances have changed, or when the explicit guidance is not necessary. Leaders inspire entrepreneurship authority passion and enthusiasm for the mission. It is not the most appropriate when leaders work with a team of experts who know more than him.
affiliative leader is working to create an emotional bond that brings feelings of togetherness and of belonging to the organization. If the style is summed up in one sentence, it would be "People First". affiliative style is better in times of stress, when colleagues need to heal the trauma, or when the team needs to rebuild trust. This style should not be used exclusively, as the sole dependence on praise and attention can push a mediocre performance and lack of direction.
Leaders training people for the future are developed. If the style is summed up in one sentence, it would be "Try this." coaching style works best when leaders wanted to help his teammates build enduring personal strengths that make them more global success. It is most effective when peers are difficult and do not want to change or learn, or if the leader does not have the capacity.
Coercive leaders demand immediate compliance. If the style is summed up in one phrase, it would be "Do as I say." The coercive force of the most effective in times of crisis, such as a shift in the company or takeover attempts, or during an actual emergency such as a tornado or fire. This style can also help control the problem of his teammate when all else has failed. However, it should be avoided at almost any other cases, as it can alienate people and stifle flexibility and creativity.
Democratic leaders build consensus through participation. If this style summed up in one phrase, it would be "What do you think?" The democratic style is most effective when a team leader has to buy into or have an ownership decision, plan or purpose, or if he is uncertain and needs new ideas from a team of high-level staff. It is not the best option in emergencies, when time is of the essence for other reasons or when peers are not informed enough to provide sufficient guidance to leaders.
In a nutshell? If two cups of authoritarian leadership, a cup of democratic, coaching and affiliative leadership, and a pinch of pacesetters and coercive leadership "moderation" is taken, and which is guided by the needs so that uplift and inspire your team , you have a very good recipe for a successful long-term direction with all the teams of his life.
Robyn Benincasa is twice the champion adventure racing world, the two Guinness world record kayaker away, a full-time firefighter and author of the new book sometimes, like winning works 8 Leadership Lessons Fundamentals of heavy equipment in the earth, from which this article is cited. (Harlequin Nonfiction, June 2012)
