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Leadership Styles

“The mouse with one hole is easily taken”~Chinese Proverb

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Four Circle Leadership Model

Individual Competencies

Job CompetencyRequirements

Leadership Styles

Organizational Climate

OrganizationalPerformance

50 – 70% Up to 30% Hay Group, 2015

− Directive− Visionary− Affiliative− Participative− Pacesetting− Coaching

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Get results Set direction Build relationships Influence others Develop others Motivate others Act ethically and with humility Ensure long-term organizational sustainability

What do outstanding leaders do?

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Leadership style is a pattern of behavior a leader adopts to plan, organize, motivate and control; it is the way he or she:− Listens, sets goals and standards, gives feedback− Directs others, rewards and punishes− Develops employees− Establishes relationships with employees

Style Definition

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What we have seen from our bosses and other leaders The organizations values (culture) of how a leader manages The specific management situations and people the leader deals

with most

However, your leadership style is primarily a function of your personal characteristics – your motives, traits, self-image, values, and personality preferences

How We Learn Leadership Styles

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There is no right or wrong leadership style The most effective style depends on, and varies according to the task,

people, and the situation Effective leaders analyze situational elements before acting:

− The nature and complexity of the task− Degree of risk and consequences of failure− Time available and time pressure− Resources available (e.g., people, budget)− Available Info (quality & reliability, competitors, filters, blind spots)− Employee nature, knowledge, experience, and values− Employee strengths, weaknesses, and social relationships

Consider the Situation

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Behavior = F(Person + Situation)

Lewin’s Equation

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Although leaders face an unlimited range of situations, research has shone there are basically six styles, or behavior patterns, that leaders apply to the situations they encounter:

− The Directive Style (also called Coercive or Commanding)− The Visionary Style (also called Authoritative)− The Affiliative Style− The Participative Style (also called Democratic)− The Pacesetting Style− The Coaching Style

Six Leadership Styles

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Primary Objective: Immediate compliance Gives lots of directives and directions Expects immediate employee compliance Controls tightly Gives a lot of negative feedback Motivates by stating the negative consequences of non-

compliance

Directive Style (Coercive)

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With people who are…− Problem employees when all else has failed− Asked to perform relatively straightforward tasks

In situations…− Where protocol must be followed to the letter and minor deviations

will result in serious problems− When there is a high risk or crisis situation− Turnarounds

Directive Style is Most Effective

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Over the long term, because employees are not being developed and tend to leave, resist passively, or rebel

In extended interactions with: − Self-motivated employees capable of directing and monitoring their

own work− Talented, knowledgeable employees− Individual specialists

Directive Style is Least Effective

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Primary Objective: Mobilize others to follow a vision Develops & articulates a clear vision Solicits employee perspective on the vision Sees selling the vision as key (influence) Sets standards & monitors performance in relation to the larger

vision Uses a balance of positive & negative feedback

Visionary Style (Authoritative)

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With people who are…− Working with employees who are new and depend upon the leader

for active guidance− Knowledgeable, take initiative, and are goal oriented

In situations…− When a new vision or direction must be communicated to the

workgroup− When clarifying employee’s role in making the vision happen− When a standard of excellence needs to be communicated and

monitored

Visionary Style is Most Effective

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When the leader: − Is not perceived as credible− Fails to take full advantage of the natural talents and

ideas of knowledgeable employees− Encourages dependence on him or herself

Visionary Style is Least Effective

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Primary Objective: Create harmony Is most concerned with promoting friendly interactions Places more emphasis on addressing employees’ personal needs

than on goals & standards Avoids performance-related confrontations Rewards personal characteristics more than job performance

Affiliative Style

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With people…− When giving personal assistance (e.g., family issues)− When working with volunteers or membership organizations where

no personal authority exists In situations…

− When tasks are routine and performance is where it needs to be to hit organizational goals

− When getting diverse, conflicting groups of individuals to work together harmoniously

Affiliative Style is Most Effective

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When corrective performance feedback is needed to improve standards and refocus objectives

When employees are uninterested in friendship with their leader Over the long term because it can create the perception of

favoritism In crises In complex situations needing clearer direction and control

Affiliative Style is Least Effective

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Primary Objective: Build commitment through participation Holds many meetings & listens to employees concerns Trusts that employees can develop the appropriate direction for

themselves and the organization Seeks employees’ input Rewards adequate performance; rarely gives negative feedback

Participative Style (Democratic)

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With people who are…− Very knowledgeable, have critical knowledge, or know more than

the leader− Can provide the “how-to’s” to get something accomplished− Competent and can demonstrate competencies such as

teamwork and cooperation In situations…

− When employees and their work must be coordinated− When working in teams

Participative Style is Most Effective

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In crises, when there is no time to hold meetings With employees who are inexperienced and lack critical

knowledge With employees who need close supervision If there is a risk employees will decide something that the leader is

unable to accept

Participative Style is Least Effective

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Ineffective use of the Participative Style

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Primary Objective: Perform tasks to a high standard Is apprehensive about delegating Has high standards and exemplifies them Expects others to know the rational behind what is being

modeled, what to do, and thinks if they have to tell you you’re the wrong person for the job

Has little sympathy for poor performance and replaces poor performers

Sees coordination with others only as it impacts immediate task

Pacesetting Style

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With people who are…− Able to perform independently and to a higher level of

performance− Self-motivated, highly competent, and need little direction

In situations…− When quick results are required− When it is necessary due to limitations or sudden time crunches

Pacesetting Style is Most Effective

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When employees: −need guidance−want feedback−want access to their leader−need development

When the leader needs to delegate

Pacesetting Style is Least Effective

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Pacesetters at Work

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Primary Objective: Build strengths for the future Helps employees identify their unique strengths and weaknesses Encourages employees to establish long-range development

goals May trade off immediate standards of performance for long term

development Provides on-going developmental feedback

Coaching Style

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With people who are…− Interested in career development− Motivated to take the initiative, be innovative, and seek professional

development In situations…

− When an employee is involved in a succession planning process− When an employee is serving in an acting capacity, rotational

assignment, special project, developmental assignment

Coaching Style is Most Effective

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With new employees who lack experience to solve their work problems

When explicit direction is needed about what must be accomplished

In crises or other situations where action must be take quickly

Coaching Style is Least Effective

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Summary of Styles Directive

− “I believe that people should do what I tell them.”

Visionary− “I believe that I should be firm

but fair.” Affiliative

− “I believe people come first.”

Participative− “I believe that people should

participate in the decisions that affect them.”

Pacesetting− “I believe that the only way to

get a job done is to do it myself.” Coaching

− “I believe that I should help or show people how to improve their performance

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Their Dominant Style− Visionary & Coaching

Their Back-up Style− Affiliative & Participative

Their Occasional Style− Pacesetting & Directive

Benchmarking Outstanding Leaders

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Style and Objective Typical Behaviors People Situation

Directive(Immediate compliance)

Gives lots of directives, controls tightly, negative feedback, negative consequences

Problem employees, straight forward tasks

Protocol must be followed, high risk or crisis, turnaround

Visionary(Mobilize others to follow a vision)

Develops & articulates a clear vision, Solicits employee perspective, sells the vision, Sets standards & monitors performance, a balance of + & - feedback

New employees and those who depend on the leader for guidance; Those who are knowledgeable, take initiative, goal oriented

Communicating a new vision; clarifying employees’ roles; communicating & monitoring a standard of excellence

Affiliative(Create harmony)

Concerned with promoting friendly interactions, emphasizes addressing employees’ personal needs, avoids performance-related confrontations,rewards personal characteristics

Those who need personal assistance; with diverse, conflicting groups to bring together

When tasks are routine and performance is satisfactory in order to hit organizational goals

Participatory(Build commitment through participation)

Holds meetings & listens to employees concerns, Trusts employees can develop appropriate direction, seeks employees’ input, rewards adequate performance

Competent employees who have critical knowledge; those who can provide the “how to” to get it done

When employees and their work must be coordinated; when working in teams

Pacesetting(Performing a task to a high standard)

Apprehensive about delegating, exemplifies high,expects others to know what to do, little sympathy for poor performance, sees coordination with others only as it impacts immediate task

Those can perform independently and at a high level; self-motivated,highly competent, needing little direction

When quick results are needed; when necessarydue to resource limitations or sudden time crunches

Coaching(Builds strength for the future)

Helps employees identify strengths and weaknesses, encourages employees to develop long-range goals, trade off immediate standards for long-term development, provides on-going feedback

Those interested in careerdevelopment; those motivated to take initiative, are innovated, and seek professional development

When involved in a succession process; when serving in an acting capacity, rotational assignment, special project, development opportunity

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Exercise: name that leadership style Frequently encourages the

team to make decisions for themselves.

Avoids talking to people in the team about organizational issues until clear decisions have been made.

Rarely asks for input from the team on whether the organization’s direction is engaging to us.

Communicates a compelling vision or direction for our organization.

Actively looks for opportunities to develop people, even if it means they are less productive for a while.

Works with what people bring to the job, but does not put much effort into developing them.

Works hard to ease tensions whenever they arise in the team.

Does not focus attention on the personal wellbeing of employees.

Does not ordinarily check on people’s progress unless their assigned tasks are due.

When an individual’s work begins to fall short, this person takes over the task themselves.

When team members deviate from this person’s directions, they are quickly corrected.

Trusts that team members will take the initiative to keep him or her informed.

STYLE 1 STYLE 2 STYLE 3

STYLE 4 STYLE 5 STYLE 6

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Behavior = F(Person + Situation) Patterns of behavior across many leadership situations;

− Behavior is one of six styles that best applies to a situation Leaders gravitate to styles that feel “natural” to them and may

limit themselves to only those styles that come naturally What feels “natural” is largely determined by the leader’s

individual competencies

Leadership Style Key Learning Points

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Organizational Climate

Climate is what we expect, weather is what we get~Mark Twain

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Four Circle Leadership Model

Individual Competencies

Job CompetencyRequirements

Leadership Styles

Organizational Climate

OrganizationalPerformance

50 – 70% Up to 30%Hay Group, 2015

− Clarity− Standards− Flexibility− Responsibility− Teamwork− Rewards

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Climate Dimensions

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Definition− Employees know what is expected of them− They understand those expectations relate to the larger goals and

objectives of the organization When rated high

− Employees have a clear idea of what is expected of them− Policies and lines of authority are clear− Productivity is high due to good planning and clarity on job

responsibilities and competencies needed

Clarity

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Definition− Emphasis that employees feel management puts on improving

performance and doing one’s best− Degree to which people feel challenging but attainable goals are

set for the organization and its employees− Extent to which mediocrity is not tolerated

When rated high− Management places emphasis on improving performance, setting

challenging and realistic goals− Management gives individuals feedback regarding their

performance

Standards

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Definition− The feeling that employees have a lot of authority delegated to

them− The degree to which they can run their jobs without having to check

everything with their boss− Degree to which they feel accountable for job outcomes

When rated high− Superior encourage subordinates to take initiative and hold them

accountable for the outcome− Individuals are encouraged to take initiative without always

checking with a superior

Responsibility

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Definition− Feeling employees have about constraints in the workplace− The degree to which they feel there are no unnecessary rules,

procedures, policies, and practices that interfere with task accomplishment

− The feeling that new ideas are easy to get accepted When rated high

− New ideas are accepted easily− Unnecessary rules are kept to a minimum− Management’s focus is on getting the best people together to do a

job

Flexibility

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Definition− The feeling that people are proud to belong to the organization

and…− Will provide extra effort when needed, and…− Trust that everyone is working toward a common objective

When rated high− Employees are loyal to the organization− Employees are proud to belong to the organization− Conflicts get resolved easily

Team Commitment

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Definition− The degree to which employees feel they are being recognized and

rewarded for good work− The degree to which recognition is directly and differentially related

to levels of performance− The degree to which people know where they stand in terms of their

performance When rated high

− Praise/encouragement given more than threats/criticism− Promotion system helps high performers rise to the top− Rewards given in proportion to excellence of performance

Rewards

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Consequences of Missing Climate ElementsImproved

PerformanceTeam

CommitmentClarity Standards Responsibility Flexibility Rewards

Many Initiatives, Lack of Direction

WhenMissing Responsibility Flexibility

Team Commitment RewardsStandards

Lack of Initiative & Risk Taking

WhenMissingClarity Standards Flexibility

Team Commitment Rewards

Lack of InnovationWhenMissingResponsibilityStandards Team

Commitment RewardsClarity

WhenMissingFlexibilityResponsibilityStandards Rewards

Lack of CooperationMore FrustrationClarity

Mixed Messages

WhenMissingFlexibilityResponsibilityStandards Team

CommitmentClarity

Poor Quality & Attitude

WhenMissing Responsibility Flexibility

Team Commitment RewardsClarity

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Leadership Style Effect on Climate

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Styles, Climate, and CompetenciesDirective Visionary Affiliative Participative Pacesetting Coaching

When Appropriate

In a crisis, to kick start a turn around

or with problem

employees

When change requires a new vision or when clear direction

is needed

To heal rifts in a team or to

motivate during stressful

times

To build buy-in of consensus or to

get valuable input from employees

To get quick results from a

highly motivated and

competent team

To help an employee improve

performance or develop long-term strengths

Objective Immediate compliance

Mobilize others to follow a

vision

Create harmony

Build commitment

throughparticipation

Perform tasksto a high standard

Build strengthsfor the future

Impact on Climate

Strongly negative

Most strongly positive Highly Positive Highly Positive Highly

negative Highly positive

EICompetencies

Drive to achieve, initiative,

emotional self control

Self-confidence,

empathy, change catalyst

Empathy, building bonds, conflict

management

Collaboration, team leadership, communication

Conscientious-nes, drive to

achieve, initiative

Developing others,

empathy, emotional self-

awareness45

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Organizational climate is people’s perceptions of those aspects of their work environment that directly affect their ability to do their jobs well

Leadership style is the most important determinant of organizational climate

Organizational climate relates directly to the bottom-line performance of an organization

Organizational Climate Key Learning Points

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Boyatzis, R. E. (1982). The competent manager: A model for effective performance. New York: John Wiley & Sons.

Goleman, D., Mckee, A., & Boyatzis, R. (2003). Primal leadership: Realizing the power of emotional intelligence. Seoul: Chung Rim Publishing.

Litwin, G. H., & Stringer, R. A. (1979). Motivation and organizational climate. Boston: Harvard University, Graduate School of Business Administration, Division of Research.

References