Transcripts
1. Introduction to Leadership Styles: what do effectively just do to try to get the best out of people? Do they persuade? Do they lead? Do they collude, or do they simply lead by example? The reality is that they use many different behaviors, drawing on a range of skills, techniques, strength, habits and ideas with highly effective leaders. Six distinct patterns or stars of behavior emerge those leaders who people like working with use all of these styles in the right measure and in the right way at the right time to create a positive, energizing work climate for their teams. The six styles are Directive which secures immediate compliance, pacesetting to accomplish tasks to a high standard democratic. Ensuring everyone contributes in generates ideas. Affiliative that creates harmony, visionary providing goals and long term direction and coaching, offering personal developments over a period of time. Your own leadership behaviors may already include some of these styles. To some degree, the question is, are you doing the right things at the right time? In the right circumstances? On went the right people. This course is designed to help you to understand how you can use leadership styles more effectively, identifying which starts you use most often on ways that you can adapt to demanding situations. I'm here to help you as you work through the course and to answer any questions that you may have. I look forward to working with you, so let's get started.
2. Objectives of the Class: good leadership will influence the effort that people put into their work and how they perform the impact of good leadership is an increasing motivation, productivity and innovation. This can add potentially 30% profits in most jobs, especially complex ones. There's a big difference between what people must do to meet expectations on what they can do if they perform in their full potential. You exhibit leadership styles whether you realize it or not. There's no such thing as neutral or emotion free leadership. Positive climates encourage extra efforts whilst negative climates inhibited. How you lead is going to have a massive impact on the emotional climate of your team within this course will define leadership in the expectations of the role we look at how leaders work with their emotional intelligence to make good, authentic decisions on build relationships on a 1 to 1 basis in small groups and large teams, we cover the modes of leadership in the six leadership styles and the behavior that emerges from each style. How these could be used to create a positive, energizing work climate field team. You'll also be able to identify, had to adapt modes and starts of leadership According to the situation, you get the chance to assess your own leadership style to build yourself awareness, developing confidence and give you some insights. That's how you can develop us a leader. I'm here to help you as you work through the course and to answer any questions, so let's get started.
3. What Makes an Effective Leader: Great leaders couldn't
be many things, but they can only be
measured by one criterion. The performance they
create from their team. Here's how they do it. Great leaders have a wide range of competencies to draw Rod, skills, capabilities, knowledge, ideas,
beliefs, and values. They understand this strengths and weaknesses,
their preferences. What makes them tick, what they avoid,
and how they learn. They know themselves well. Great leaders know exactly what their role is in the team. They read the situation and understand what's
needed from them. Great leaders don't have one style and they
have several Latin. They know when to use the
appropriate leadership style at appropriate times. Your leadership behavior
has the biggest impact on your team climates and therefore on productivity
and motivation. Great leaders create
great atmosphere to work. It seemed climates
affects performance. It affects the amount of effort people in the
C will contribute. The more they contribute, the more successful
the team will be. Great leaders have
emotional intelligence. Put simply, emotional
intelligence is the way that thinking is combined with feelings to
make good quality decisions, and to build authentic
relationships with the intention of action.
4. The Importance of Self Awareness: Self-awareness is a fundamental
part of good leadership. It's the ability to
accurately assess your personality,
your behaviors, and your skills by observing
your own thoughts, your actions, your behaviors, and your skills, and comparing these observations to
an external source. This is where
feedback comes head. Self-awareness is also
incorporating this comparison into your self observation and into your
subsequent behavior. So it's adapting
to what you know, what you learned and
what you find out. People with good levels of self-awareness open to realistically
assessing themselves. They have a level of
self-confidence with terracotta. They're willing to admit
when they make mistakes, they have a desire for constructive feedback and they seek it out on a regular basis. They're able to overcome
fears and to adapt. And they have a self
depreciating sense of humor. Good levels of self-awareness lead to
increased fulfillment, which leads to
increase contentment, and an ability to let go of unrealistic expectations
or behaviors that gets in the way a greater
understanding of other people and great
prospects for advancement. Through this, they're
more relaxed and this leads them to having an
easier and a happier life. However, there is a
paradox of self-awareness. Seeking self-knowledge is a prerequisite for
personal growth. But you may avoid seeking
information about yourself. And you may not like
what you find out, and it may make
you feel inferior. We've also got to bear this in mind when we're working
with other people. So just because you
have a high level of self-awareness and
you're actively seeking out information
about yourself. And you are able to deal with anything that you don't like. Other people may not feel the same way and they may
feel that they're exposing themselves in
ways that they feel uncomfortable and they feel
unable to be able to manage. Discovering your true self is being able to separate out what she's real from your own
personal self image. It's accepting the
possibility that many things that
you believe about yourself may not be correct. They may be wrong. Increase self knowledge
occurs when self-disclosure takes place so that other
people can provide insights, can provide feedback
around behavior, can provide information
around how this affects them. The information is verifiable, predictable, and controllable. However, we've just got current restate that
individuals may not be ready to work with self-knowledge, self-awareness,
and self-disclosure. Individuals may become defensive when the information that they encounter is not consistent
with their self-image, their self-concept, how they
see themselves in the world. And as leaders, we must
be sensitive to this.
5. Some Perspectives on Leadership: Let's have a look at
some perspective. Certain leadership. Leadership is more
than being a leader. It doesn't require a position or a role or a job title
for you to be a leader. It's about interpersonal
relationships. Leadership, an art
and a science. And good leadership
can be learned. Hopefully within this course, you'll get some hints
and tips as to what you can do to learn to
be a better leader. Emotionally intelligent
leadership involves an intentional focus
on three areas. And awareness of self, an awareness of others, and an awareness of the context in which
you're all working. So effective leadership is
like being connected to WiFi, having a facility allowing
you to connect to yourself, to others and to the situation wirelessly
within a particular area. When the signal is weak, you may have some
awareness about yourself. You're understanding how you're responding and your feelings. With the strongest signal
you pick up on how others respond, their feelings, what they can do in certain situations with
a very strong signal, you can also become
more aware of how the situation changes, how it alters, and how this
comes about by the way, that you and others
influence the environment. So what's covered within this
course will allow you to look in more detail about
your self-awareness. It'll help you look at your leadership style, your
leadership capabilities. To put this to good use, you need to have an awareness
of other people and make a conscious efforts
around their abilities, their emotions, and their
perceptions of other people within a situation
and within a context. So consciousness of settings and situations become
vitally important. With this consciousness, you can then adapt your
style according to what is required of
the situation and how you can use your
leadership capabilities much more efficiently and much more effectively by using
emotional intelligence.
6. Emotional Intelligence at Work: The most senior EUR
within an organization. And the more you develop
yourself in your career, the more that you'll
find out that it's emotional intelligence
becomes increasingly important and is more importance than cognitive intelligence in determining your
personal success. Daniel Goldman's set,
there is intelligence in emotions and intelligence
can be brought to emotions. So if you have a high level of IQ, cognitive intelligence, the way in which you use your intelligence in terms
of working with emotions, can give you a little
bit of a headstart. Iq is the measure of
cognitive intelligence. Eq is the measure of
emotional intelligence. Iq and EQ, the measure of
cognitive intelligence and the mixture of
emotional intelligence are not highly correlated. So that doesn't necessarily mean that if you have a high IQ, you're going to
have a high level of emotional intelligence. You just have more
of a headstart. Anyone can become angry that CEC bots be angry with the right person
to the right degree, at the right time for
the right purpose. And in the right way. That's not easy. You may be surprised
to learn that this was attributed to Aristotle
back in ancient Greece. Emotional managements
and emotional expression was known as far back as then. Let's have a look at
emotional intelligence in the workplace. There are a range
of emotions which people will experience on a
day-to-day basis of work. The way in which you
experience emotions is going to be difference
on a day-to-day basis. And it's going to
change over time. How you experience
your emotions will be different to how other
people experience emotions. Here are some examples. Satisfaction. You've done an excellent
piece of work. Anxiety. You have some difficulties in meeting an important deadline. Worry. You have to give a presentation to a large group of people. Anger. Your efforts have not
really been appreciated. Happiness. You'd wanna make contracts having puts in a
lots of efforts. Surprise. The manager has
remembered your birthday. However, this particular picture looks more like shock to me. This brings us to an important
points about emotions. How we communicates
around her emotions, and how we communicate
surround our feelings. Six of the basic
emotions or happiness, disgust, fear, sadness,
anger, and surprise. Researchers have found that these emotions are
experienced by everyone irrespective of
culture and background. Studies from around the world
have shown that there's little difference in people's day-to-day
emotional experiences. However, since nobody has the same and we all have
different personalities, everyone thinks perceive some fields things
differently as well. You may be feeling and emotion in the same way as someone else. But you may say that
you're anxious. While somebody else may
say that they're fearful, and someone else may describe
themselves as fret full. It's important to try
and understand what the person means when they
describe their emotion. And the emotion that you see as your interpretations may be completely different
from someone else. At work, a situation may
make you feel angry, but other members
of your team may not feel anger in the same way. Some people may be
feeling frustrated, whilst others may
feel annoyed, gloomy, or cross, and others may
be in the grip of rage. Emotions can be combined to form different feelings,
much like colors. Basic emotions act
to something like building blocks and can be
mixed to create other shades. More complex emotions are mixed emotions and their blending some of the
more basic ones. Guilds, an anticipation
or interesting emotions because they
include a time component. Guilt, an emotion associated with something that
we did in the past. Whilst anticipation
is an emotion that is associated
with a future events. It's important to
dispel a couple of myths around emotional
intelligence in the workplace. Emotional intelligence
is not about catching and
suppressing emotion, says they actually
begin to surface. So it's not about
suppressing anger. And it's not about
suppressing anxiety. It's not about suppressing fair. It's about raising those issues, working with those emotions, and recognizing
that they contain some very important information. The other thing about emotional
intelligence of work, it is, it's not
about being nice. It's about doing
the right thing, making the right decisions, and doing these
in the right way. What emotional intelligence is, is about bringing all
of these emotions to the surface and using them in a way that can drive
situations forward. In order to assess, say, do the right thing with the right person at the right
time and in the right way.
7. Leadership vs Management: Let's investigate the difference between leadership
and management. There's a difference in
the way that leaders, some managers approach
their employees. Leaders generates positive
climate by innovating. Doing something original
and nist inspires trust. They take a long-term
view and they ask questions surround Watson, why? They tell people where they're
going and they will design the strategies in order to
allow people to get there. Management has its place, but it's much more
focused around tasks. Getting things done
quickly and efficiently. Managers can generate a positive climate by
administering tasks. They will copy what's been done before and what's
been successful. They rely on control
and they will take a much shorter term
view of getting things done quickly
and efficiently. They'll ask how and
when they liked to get their employees to
complete things safely on time and on budget. And they will help
to execute the plan.
8. Modes of Leadership: Your mode of leadership
pairs the manner and approach that you take
in providing direction, implementing plans,
and motivating people. There are three modes of
leadership or authoritarian, which includes the commanding
and Paste Settings styles. Participative, which includes the democratic
and affiliative styles, and enabling, which includes the visionary and
coaching styles. Good leaders tend to
use all three methods, but one of them
usually dominates. Badly does swell tends to stick with one mode, whatever happens. The authoritarian
mode is used when the leader tells their
employees WHO up they weren't done and how they
want it done without getting any input from the people that they
lead and manage. This mode is
appropriate when you've got all the information
to solve the problem, you are short on time and your employee so well-motivated. Some people tend to think of this mode is a
vehicle for shouting, using demeaning
language, leading by threats and abusing power. This isn't the
authoritarian mode. It's an abusive and
professional mode called bossing people about. It's got no place in a
leader's repertoire. In normal circumstances, the authoritarian
marriage should only be used on rare occasions. If you have the time
and you want to gain more commitments of motivation
for your employees, then you should use the
participants hip mode. This mode involves the leader, including one or more employees within the
decision-making process, determining what to
do and how to do it. However, the leader maintains the final authority
and making decisions. Using this mode is not
a sign of weakness, it's a sign of strength and it's one that employees will respect. This mode is best when
you have parts of the information and your
employees have other parts. Using this mode, the leader is not expected to know everything, and this is why you employ knowledge Berlin
skillful employees. Using this mode is
of mutual benefit. It allows employees to become parts of the
decision-making process, and so allows for better
decisions to be made. In the enabling mode, the leader allows
the employees or the team to make the
decision for themselves. However, the leader is still responsible for the overall
decisions that are made. This mode is used
when employees have relevant experience and are able to analyze the
situation and determine what needs to be done
and how to do it. As a leader, you
can't do everything. So you set priorities and
delegate certain tasks. This is not a mode
to use so that you can blame others
when things go wrong. It's a mode to use
when you've got the full trust and the comfort
and serve your employees. So don't be afraid to use it. However, use it wisely.
9. The Six Styles of Leadership: Daniel Goldman, the author of the book on
emotional intelligence, has defined six different
leadership styles. Good leaders will adopt one of the six styles to meet the
needs of different situations. A key points have
Goldman's framework around leadership is that
good leaders must be emotionally intelligent
or sufficiently sensitive and it's personally aware to know which style to adapt for different situations. We'll have a look at each of
the styles in more detail. And there's this
comprehensive chart for you to download and refer to.
10. The Commanding Leadership Style: The primary objective of the commanding style
is CBT compliance. This style relies on command and control and uses very
little dialogue. Close monitoring is supported by negative corrective
feedback with an implied, if not explicit threats. Efforts to motivate
her focus mainly on the consequences
of non-compliance. However, they commanding style is extremely useful in a crisis. It's useful to start new
projects when the leader has all the information and
has the projects scoped out. Also the command IQ stylus imperative with
problem employees. The commanding
style makes most of the key decisions in
gifts directives. They tell people what to
do without asking for their input or listening
to their reactions. So outside inputs into
decisions is limited. The team members have controlled tightly through
close monitoring. They're told what to
do and how to do it. The commanding style relies on negative corrective feedback. It focuses on what's been done wrong and what
must be corrected. Fair is a key
motivational factor here. The commanding leadership
style motivating by stating the negative
consequences of non-compliance. The commanding style
is most effective with team members doing
straightforward tasks. It's fast, it's sufficient. It works well with
an extremely smart, wise leader who knows when and how to use the
style appropriately. The commanding slide is useful
in crisis situations where team members need
clear directions and the leader has
critical information. It may be a more
applicable starts use in organizations with low skilled workers
doing routine tasks. The downside to the
commanding stylists with team members
doing complex tasks. The more complex the task, the more ineffective
this style becomes. Short-term gains are outweighed
by long-term dysfunction. It can provoke rebellion. Team members are not developed
to make passively resist, rebel or leave with the loss of wisdom and observations for
a mother key individuals, employees can become
disengaged and demoralized. This may mean that they're talented people
within the team where leave and may leave the
organizational together.
11. The Pacesetting Leadership Style: The primary focus of the pacesetting leadership
style is task accomplishment. To achieve high
standards of excellence, leaders using the
pacesetting style tend to lead by example. They establish themselves as the standard and
they're apprehensive about delegating as
they believed that no one can do it as
well as they can add. Their concern is with the media accomplishments,
have tasks, and this makes them disinclined to collaborate
with their peers, except when they need to
obtain our exchange resources. This style is very useful to get quick results for Ummah
highly motivated team. When using this style, a pacesetting leader
leads by example. They expect others to know
the rationale behind what's being modeled or the
strategy being followed. They have very high
standards for themselves, for other people and
for the organization and have little sympathy
with poor performance. They're always demanding a fast step and
better performance. They will delegate, they
delegate demanding tasks, but only two outstanding
performance in the team. They take responsibility for tasks away from team members if performance is not forthcoming and fix the problem themselves. They give extremely detailed
task instructions when team members are experiencing difficulties and if
performance is poor, they push people
harder and harder. The pacesetting style is most effective with very talented, self-driven teams and
individuals who are motivated, competence, and
know their job's. For example, scientists in
research and development, pacesetting leaders have
focused on getting results. They make the
organization move fast with team members who
worked to a high level of quality and are able to perform independently
to their standards. The pacesetting style
may be useful in startup or
entrepreneurial phases of a project as the leader will fix problems for staff in order
to get short-term results. The pacesetting style is least effective when members
would feed back when they want access to their leader or they
weren't direction coordination and development to improve their performance. This obsession with results can occur at the expense
of staff well-being. The pace can be difficult to
sustain in the long term for many people and often leads
to anxiety and burnouts. The pressure for
immediate results may restrict creativity
and innovation because micro management starts to erode away any trust and
stunts developments.
12. The Democratic Leadership Style: The primary focus of the democratic style is to build commitment
through consensus. This style relies on the ability of team
members to establish their own direction and to resolve their conflicts
constructively. It's typically characterized by a lot of meetings sooner,
lot of listening, recognition of adequate
performance and little criticism of
low performance. This style is useful to get input from Value team members. Since again, the consensus or acceptance of every
member within the team, the democratic
leadership style seeks input from key people
on important decisions, particularly those
decisions that are going to affect their work. The democratic leader
listens carefully to the consensus of everyone involved in lessons
to their ideas. This leadership
style trusts that the team members
have the capability to develop the
appropriate direction for themselves and the organization. Decisions are reached by consensus and this
collective decision strengthens the buy
in and commitments across the team and the
whole organization. The style works well
within teams with a broad mix of highly
skilled individuals, where team members have
competence and have at least as much information
and knowledge as the leader. It works well when team
members must coordinate together in order that they make decisions with strong
shared ownership. This style is useful
when a leader is sudden clear about
the best approach or directions to take and has Competency members who
might have clear ideas that democratic style may be
difficult to implement in setting silk cultures where staff are afraid to
give their inputs. This style is least
effective in crises. The big downside to democracy and democratic
leadership style is that it may take too long
to arrive at decisions. Slow progress can
affect staff morale when things just don't
happen in a timely fashion.
13. The Affiliative Leadership Style: The primary objective of the affiliative style is to create harmony and
to avoid complex. A leader using the
affiliative style spends a lot of time cultivating
relationships with employees. This style tends to reward personal characteristics
and avoid performance-related
confrontations. This style is useful
to manage splits in the team and so is useful
in conflict resolution. Also, it's useful
style to motivate and build morale during
stressful circumstances. The affiliative style promotes friendly interactions
among co-workers. The leader takes
care of employees and receives strong
loyalty and return. The leader nurtures
personal relationships and the emotional needs
of the employees. Through this style
sheet and Sunbelt that ensure team members are
connected to each other. The style promotes harmony
amongst team members as he pays attention and cares
for a person holistically, stressing things that keep
people positive and happy. Employees feel like
parts of a family. The affiliative style
is helpful lead healing organizations and teams
with serious divisions, conflicts, or broken trust. It's useful when giving
personal Help and Support. For example, counseling
or supporting individuals through difficult
personal circumstances. This style may be popular in certain regions of the world. I looked at the long-term, the affiliative leadership style produces happier workers. However, the downside to this style is that
it focuses too much on praise and relationships at the
expense of results. And it may send out to message that mediocrity is tolerated. The leader may have
difficulty seeing you soon corrective
measures when performance feedback is
necessary for improvement. They may have difficulties
in crisis situations. So within complex tasks,
in these circumstances, staff may not receive
enough advice on what they need to do
in order to improve.
14. The Visionary Leadership Style: The visionary style provide slugged him direction
and vision. The style relies on dialogue
with others as well as the leaders unique perspective on the business to
establish a vision, the leader keeps others engaged by assuring them
that the direction taken is in the
best interests of the group and the organization
for the long term. And by monitoring
performance towards the established goals
with balanced feedback. This style is useful
when changes require a new vision and when
clear direction is needed. The visionary leadership style develops a clear vision and direction for the team and communicates clearly where
the group is heading, setting forth and inspiring
vision of the future. The leader will see team
members perspectives on the vision and the
best way to get there without surrendering
their authority. This style build
some excitement to the sea selling division
is a key part of the job so that the decisions resonate with the values and
aspirations of the staff. And they help staff
to see how that work contributes
to a better world. So the visionary style is most effective when
a new vision or clear direction is
needed by giving this clarity to the team
and the organization. It's a useful style in
times of change and with new team members who depend upon their leader for guidance, the style motivates
and excites employees. The visionary style
is least effective when the leader is not really perceived as being credible. Or if the leader conflicts
with other strong individuals within the organization who
express a competing vision. If the implementation is weak, any failure to
achieve the vision demotivates staff and
leads to cynicism.
15. The Coaching Leadeship Style: The primary focus of the coaching style is the
long-term development server, the people within the team
and the organization. A leader using the
coaching style helps individuals to identify
their unique talents. This typically
involves sitting down with the employee and conducting a candid mutual assessment of
the employee strengths and liabilities in light of
his or her aspirations. The leader helps the
employee to establish a development plan and then provides ongoing
support and feedback. This style is useful to develop long-term
strategies to help someone who is capable to
improve their performance. The coaching style aims
to bring out the best in key staff by identifying
their unique abilities. It invests in the personal
development of staff, encouraging team members to identify long-term
development plans. It encourages team members to solve their own work
problems and may trade off immediate standards of performance for their
long-term developments. The leader will delegate challenging assignments
that will allow people to grow and to develop and sees mistakes as learning
opportunities. The coaching style
is most effective when team members
have a clear sense of their own aspirations and a motivated to take
up the initiative. It works well with people
who are self-motivated, who are interested in
career development and planning for the long-term
to achieve their goals. The downside to this style
is when team members need explicit direction and feedback with new team members
who lack experience. And in those team members who don't have the
ability to determine their own day-to-day
work activities and how these feed into
their long-term goals. It's also not too useful style to use in crisis situations or when a leader lacks basic knowledge about the
team members areas of work.
16. Skills and Behaviours of the Leadership Styles: Let's have a look at the
underpinning skills and behaviors of each
leaderships style. The most effective
set of skills that the most effective behaviors
will dependent on. And it's going to vary
according to the task, the people in the
situation to be managed. These are going to depend upon the experience of the team, each individual's
strengths and weaknesses, the complexity of the task, the pressure of time, the risks associated with
deviation from performance, and the resources available. But yet, time, people, materials, and other resources. What is critical to a leader's effectiveness says their ability to
diagnose the demands of the situation at hand
and to make use of a full range of skills and behavior rather than
being limited to use, again, narrow range to
deal with all situations. In this section of the course, we're looking at the
skills and behaviors that are effective
for each style. I'm sure you'll notice
the switch once you feel most
comfortable with them, which ones need
more development?
17. Underpinning Skills of Each Leadership Style: Your skills describe how you
go about performing a task. It's your ability to do
something well, your expertise, the breadth of the
leader's skills determines his or her
individual competencies and their level of skill as a leader suddenly does a very good at
focusing on the task, whilst others so much
better at engaging people. Effective liters balanced both. Leaders gravitate
towards styles that feel natural to them and they
feel most comfortable with. Some leaders may
limit themselves to only those skills and
styles that come naturally. How well you use your skills determines
your effectiveness. What feels natural is linked to your personality and your
behavioral preferences. The awareness of skills
such as strengths and those that need developing is the
hallmark of good leader. The intense focus of the commanding style is on
speed delivery and outcomes. The underpinning skills
of the commanding style, analyzing and
understanding the issues have involved decisiveness, creating a plan of action, telling people what to do, directing in forming,
monitoring and outcomes. The intense focus of the
pacesetting style is on process and the
pragmatics to deliver. The underpinning skills
of the pacesetting style. The knowledge of the
processes involved. Clear communication,
leading by example, an ability to actually
get deeply involved. Logical analysis of
situations since scenarios. And working within rules, regulations, policies,
and procedures. Because of the democratic style, is on communicating
and collaborating. The underpinning skills
for the democratic style, facilitation of team
debate and discussion. Listening, asking,
questioning and probing involving
old participants, decision-making, building security
around involvements, and providing support. The intense focus of
the affiliative style is on support and results
through motivation. The underpinning skills for the affiliative style are
excellent listening skills. Subjective and
objective understanding of the issues involved in how they impact on other people. Empathetic communication. The affiliative leadership style considers feelings and facts, consideration of the impacts that decision's going to
have on other people, and building emotional bonds. The intense focus of
the visionary style is on results through
transition and change. The underpinning skills for the missionary style,
our strategic thinking, selling specific possibilities,
clear communication, mobilizing others to action,
and allowing creativity. The intense focus of the coaching style is
some process and results. The underpinning skills
for the coaching style are creating rapport,
deep listening, effective questioning,
insightful feedback, and creating a
learning environment.
18. Demonstrated Behaviours of Each Leadership Style: The pattern of behavior
a leader uses across the full range of
leadership situations is what he's seen. What is subserve to
what people experience. The behavior will impact on the effectiveness of
the work climate and the discretionary
effort that is put forth by the people who
engage with the leader. How behavior is
expressed will be linked to personality and
behavioral preferences. How well you use your
behavior and the impact that this has on other people determines your effectiveness. The awareness of your
behavior, what works well, and what can be improved upon is the hallmark
of a good leader. The behavior of the
commanding leadership style is characterized by
a drive for results. It's also characterized by a directive, autocratic
management style. What you will see
is the assertion, boldness and bluntness
and decisiveness. The behavior of the
pacesetting leadership style is characterized by
a drive for quality. It's also characterized by a rule orientated
management style. What you will see is setting standards of performance
and quality, defining parameters from
working within them. Insuring conformity,
ensuring precision and accuracy, systematic
and fact-finding. The behavior of the democratic
leadership style is characterized by a
drive for service. It's also characterized by an organizing management style. What you will see is
allowing for debate, gaining commitment
through agreements, sharing responsibilities, and ensuring people work
together and participate. The behavior of the
affiliative leadership style is characterized by
a drive for harmony. It's also characterized by an empathetic management style. What you will see is
creating harmony, building great
relationships, persistency, and doing the right thing
according to core values and principles and delivering
against key agreements. The behavior of the visionary
leadership style is characterized by a drive for results within through people. It's also characterized by an oratory style of management. One-way motivation occurs
through the power of speech. What you will notice
is ensuring clarity of Andrew results,
motivating, inspiring, and a clear direction, creating excitement
and optimism, influencing and persuading. The behavior of the coaching
leadership style is characterized by a
drive for others to grow their skills
and capabilities. It's also characterized by a
trusting management style. You'll notice this lead to believing in the
capabilities of others. A low involvements in the
detailed work of other people, allowing them to get
on with what it is that they need to do
without interference, investing Time,
Objective, Listening, and probing and asking
questions to get that person to think and
get the best out of them.
19. Fine Tuning the Leadership Styles: Effective leaders are able to analyze the situation and select the correct leadership style to use according to the
demands of the situation. They keep an open mind
and observe their impact. They watch out for changes in the situation that demands
a different approach. And they assess changes in the climate they're
creating for their team. Suddenly to some very good at blending the styles together. And some are not so good. You may have assessed which
style you're using currently. You may be comfortable using
it and using it effectively. For what if your
situation changes? Would you be able to
adapt your style? Which does do need
to increase the use of which of the styles
do need to turn down. This is not easy. What we'll do is look at each
of the styles sudden turn, and look at ways
in which you could increase the use of the style, will also look away
soon which you can turn down the
use of the style, particularly efficient
default style and can cause problems for you and for other people
in the long-term.
20. Increasing the Use of the Commanding Leadership Style: The commanding style as an extremely useful style
for focusing on the task. Drawing an immediate unwilling
response from staff. Or when the individual or the organization is a
risk of serious damage. Leaders who are focused
on the people and relationships side of leadership
often find that task, focus styles of leadership
difficult to work with, difficult to deliver,
and difficult to master. To increase the
commanding style, gets to know the job better rather than the
individuals concerned. Give direct and
unequivocal orders, design rules, and
publicize them widely. Ensure that people understand the consequences of any
deviation from them. Set strict standards of
behavior and don't be swayed by other people's opinions or demands or other
people's requests. Monitor everything closely, criticize any deviation
from the rules. Again, just to summarize, the commanding
style is useful in crisis situations or in situations where people
are at risk from harm, or when there is a
need for you to give immediate clarity around tasks. So standards.
21. Increasing the Use of the Pacesetting Leadership Style: The pacesetting style
is another style that focused very much
on tasks delivery. It can be an awkward style for people to
master when they're very focused on people and the relationships
in leading a team. To increase the
pacesetting style. Maintain and develop your technical and
professional expertise. Teach by example and model the behavior
that you wish to say. For example, be the first step. Meetings. Don't use
your mobile phone and tablet of meetings. When employees need assistance, tell them or show them how you would handle the situation. Anticipate all
potential obstacles and ways in which
you can overcome them and explain to them what you would do in
those situations. Insist on excellence. Don't accept mediocrity. Delegate only those
tasks about which you feel comfortable that
the person can handle. If the outcome is critical. At some backup support
emphasized the results. Tell your employees
that you'll leave them alone if they get the
results you're looking for. Otherwise, she'll be
following up regularly. The advantages of using the pacesetting style is
that it helps people who are motivated to understand
their objectives and the standards
that are required.
22. Increasing the Use of the Democratic Leadership Style: Leaders who are focused on
that task can often find the people and the
relationship side of leadership quite a challenge. To increase the democratic
style of leadership. Hold information
sharing meetings, keep everyone involved and
keep everyone well-informed. Always try to involve
everyone who might be directly affected by any
decisions that are made. Demand excellent meeting
management skills of yourself and others. Otherwise, you'll miss deadlines and defer making decisions. Don't however, forget to allow people opportunities to explore
ideas and ask questions. Differentiate between genuine exploration and
deviation and time wasting. Ask employees to share the
decision-making with you. Seek consensus,
allow everyone to be heard before making
important decisions. The democratic
leadership style is designed to create
teamwork and commitments.
23. Increasing the Use of the Affiliative Leadership Style: Leaders who are very good at focusing in on the task often find the people in relationships side of leadership
quite a challenge. To increase the
affiliative style, identify and act to
resolve conflict. Recognize the individual
positive traits in the people that
you're working with, that you are mediating and
accept them for who they are. Resist judging them harshly
for not being liked. You encourage and reward harmonious and
appreciative behaviors, sympathize, and more importantly,
empathize with others. Trust your people to deliver. Trust that people who
are respected and given authority and resources
will deliver. Initiate personal contact
with your employees. Find out what they like, find out what they enjoy. Find out what they don't like. Find out what they hate. Find out what's going
on in their lives. Say please and say thank you. Provide social activities
and personal gifts. The affiliative style motivates individuals by giving them support during highly
routine or stressful times. It's focused in on
the individual, the human elements
of leadership.
24. Increasing the Use of the Visionary Leadership Style: Leaders who had not skilled in the visionary
style of leadership are often focused very much on the day-to-day details
of leadership. To increase the visionary style, formulate your
vision, your policy, your strategy, and
your objectives. Test detail without those, consults appropriately with
commitments and honesty. Keep true to the
integrity of the vision. Explain, communicates, influence others to understand or feel a part of the vision. Solicit input and
consider it carefully. Respond to it quickly
and honestly. Provide a rationale or
reason for the vision. Delegate responsibility
for delivering the vision. Avoid getting involved
directly with the doing that day to day tasks. The my new shy of
delivering the vision. Remember that your
role as a leader is to influence since
the check alignments, ensure that the
vision remains up to date and consistent with
the current climate. Provide feedback on a
regular and ongoing basis. Seek feedback on a regular
and ongoing basis. Listen carefully, acts upon what you hear
where appropriate. Promote and advance the
Southern Song merit only. The visionary leadership style motivates individuals by
focusing their attention on the long-term goals of the organization and how they can contribute to its delivery.
25. Increasing the Use of the Coaching Leadership Style: Leaders often think
that they are very good at using the
coaching style. However, to master the
coaching style takes a lot of experience in
a lots of practice. It involves coaching
skills and listening, neither of which are really trained and people learn
them through experience. People think they are
good at coaching, asking questions and listening. These are fundamental skills. The important thing is not
around the ability to use these skills
surround the quality of the skill being used. The other thing to
bear in mind with the coaching leadership
style is that many leaders think
that they using the coaching leadership
style when they're not, they using another style. And they're formulating
a question in order to get the outputs of that
style that they want. To increase the coaching style, established professional and
personal development goals for everyone that you work with. Tries to reality check their suggestions and resist
telling them what to do. Even if it's in the
form of a question. Seek to understand their
perspective and not to enforce your own contracts to help ask people how
you can support them. Resist finishing their
discussion in one session. If they can't come
up with any ideas, even if you've got the ideas, ask them to arrange a
follow-up session with you. Show them that you mean to support them and you
want their ideas. Resist telling employees what to do in any given situation. Encouraged them to consult
you, but ask questions. How do you feel about
this challenge? How do you want to feel
about this challenge? What do you think
we should do next? How do you see your options? What would move
you towards that? Have you ever seen
this situation before on what you
learned from him, What did you do last time? Seek opportunities for
their personal development, offer them assignments that will challenge them but move
them towards their goals, their long-term career goals. This may involve you
advocating their involvement in an area outside of your
immediate responsibility. Trust that you'll get the
rewards from that later on. Encouraged partnership. Review the employee's progress and share responsibility for it. Don't take over. It's their career,
It's their life. The coaching style
helps individuals to develop sound thinking
strategies that build their confidence in
functioning more autonomously and functioning
at a higher level.
26. Toning Down the Use of the Commanding Leadership Style: When used effectively,
the commanding style draws an immediate unwilling
response from people. However, used outside
of crisis situations or situations where
noncompliance will have serious consequences. It creates medium term
resistance and may seriously damage the
latest reputation. To turn down the
commanding style, ask yourself how it
feels to be led by you. Ask others who are led by you, listen to their answers. Ask yourself how you
wish to be lead. Does the commanding style
fit with Iran says, learned to ask other
people's opinions. Be clear that you're interested. Reserve the right to
make your own decisions, but make sure you've given real attention and
considerations. People who hold different
views to your own. Don't be tempted to consults without any intention
of changing anything. Your leadership position will
be completely undermined. If people feel that they've
been misled by you, it'll reduce the
level of trust that people will happen
you as a leader. Let go of the idea that you're the only one who can
do things properly. Instead, ask
yourself, how are you contributing to this
perceived situation? Learn to listen properly. Be fully present,
not just waiting for people's finished speaking
so that you can then speak. Ask yourself why control is
really so important to you? Listened to your answer. Ask yourself, what would it take to trust other people more?
27. Toning Down the Use of the Pacesetting Leadership Style: When used effectively, the
pacesetting style works for individuals who are completely self-motivated and to
understand their objectives. The style is less effective
in terms of change when an explicit discussion
around the mission and the role of each
individualist required. It can also make extreme
demands on you as the leader, as you take on more
and more tasks of your direct reports. Because you feel you
can do them better, or you can do them properly, or you can do them perfectly. To turn down the
pacesetting style, ask yourself how it
feels to be led by you. Ask others who are led by you, listen to their answers. Ask yourself how you
wish to be lead. Does the base setting style
fit with your answers? Resist the urge to answer
any question with the SAR. Ask a question instead. What he is thinking
about the way in which we should do this? How do you see your options? Keep an open mind
about the answer. Maybe there's more
than one answer. Office support that
doesn't include giving people the answer. How can I help you go
forward with this issue? Let go of the idea that you're the only one who can
do things properly. Instead, ask
yourself, how are you contributing to this
perceived situation? Learn to listen properly, to be fully present, not just waiting
for people's finish speaking so that
you can then speak.
28. Toning Down the Use of the Democratic Leadership Style: When used effectively, the
democratic style motivates individuals by
empowering them to make decisions about
their own work. It's designed to create
teamwork and commitments. When US didn't effectively the democratic style
causes confusion, delays, and conflict amongst individuals due to the lack
of focus and direction. To turn down the
democratic style. Consciously differentiate
between decisions that are most effectively
dealt with through democracy. Differentiate those that require a leader to act more
authoritatively. Resist referring all
or most decisions through the democratic process. Ask yourself, what
will it take to feel more confidence in your
own decision-making? Consider the consequences of
over-reliance on this style. Ask yourself how
you might address the shortcomings
and look at ways of increasing your
use of other styles. Ask yourself, what
opportunities are being missed by the long
decision-making process? Are there other
ways of retaining the advantages while
loosing the disadvantages? Catch yourself
deferring a decision to a committee and make
the decision yourself.
29. Toning Down the Use of the Affiliative Leadership Style: When used effectively, the
affiliative style motivates people by supporting them during highly routine or
stressful times. By strategically and explicitly focusing on the human elements. This style succeed seeing, gaining loyalty and support
and getting the task done. When not used effectively. This style can lead
to low standards, a sense of favoritism
and frustration. To turn down the
affiliative style, ask yourself how the
team is performing. Are there any weak points? Are there any weak people? Is there anyone who needs some constructive and
critical feedback that you're avoiding? Ask yourself, what's
holding you back? What would allow you to
provide that feedback? Listen to your answer,
synapse, pardon them. Force yourself to take a hard look at your range
of leadership styles. Are you relying too
heavily on this one? What are the
implications of that? If you're overplaying this
strength and it can happen, then ask yourself which of the other styles is it's appropriate for you to
become more skilled at. Look at ways in which you
can increase that style. Ask yourself, what is
the purpose of my role? How much time are you devoting
to the people aspects. Track how much time you're devoting to the other
aspects of your role. Be honest with yourself. Decide how to go forward. Ask for feedback from
your team members, encouraged them to tell
you how it really is, as they won't be keen to hurt. You. See it says Enough Plate
strength that can be adjusted.
30. Toning Down the Use of the Visionary Leadership StyleVideo: When used effectively, the visionary style motivates
individuals by focusing their attention on the
long-term goals of the organization and how each individual contributes
to its delivery. When not used effectively, this style fails to
take into account the natural talents and the experience of the
knowledgeable team members. To tone down the
visionary style, ask yourself, why do I want
to tone down this style? Any leader would be wise to use the visionary style
more often than not, it may not guarantee that you get the
outcomes that you need, but it certainly helps
in the long term. If you're overplaying
this string. And it can happen, then ask yourself which of the other styles is it
appropriate for you to increase the use of ask others
for feedback on exactly which aspects of the visionary style
your overplaying. It may be that they're feeling that you're too
distant from them. It may be that you don't understand what
people are doing on a day-to-day basis to deliver
the long-term strategy. Ask yourself and ask other people how you
can address this most effectively without giving
up on the visionary style.
31. Toning Down the Use of the Coaching Leadership Style: When used effectively, the
coaching style motivates individuals by linking
their daily work to their personal
development objective, certain long-term career plans. It helps individuals develop sound thinking strategies that
build that confidence sim, functioning more autonomously
and has a higher level. When used ineffectively, The coaching style
causes confusion, causes delays, and
causes conflict because individuals are unsure
about what they should do. To tone down the coaching style, ask yourself why you want
to turn down this style. The coaching style may not be focused on bottom-line results, profits ability, but in a surprisingly indirect
way it delivers. If this style is overplayed and becomes
ANOVA plates strength. And this happens. Ask yourself exactly
what's going wrong here. Seek feedback. Listen to the answers. What are the styles
do you need to be using? What's missing? Check that you've
really been applying the coaching style effectively and have the skills for it. Leaders who are strong
in other styles, particularly the
pacesetting style, focus exclusively on
high-performance. They often think
they're coaching when in actual fact there
micro-managing or simply telling people how to do their jobs framed
around a question. Such leaders often concentrates solely on short-term goals. This keeps them from discovering employees
long-term aspirations. And employees in turn, can believe that the
leader sees them as mere tools for
accomplishing a task. And this makes them feel under appreciated rather
than motivated.
32. Increasing and Toning Down the Styles: If you're using the right
leadership styles in the right situations at the right times with the
right people, you'll know it. You'll experience sits in the extra effort that your
team members put in and the valuable contributions
that they make in the longer term meal
seats in their performance, in the outcomes that
your team delivers, and the efficiency with
which things are done. Remember the ultimate
measure of a great leader. It's the performance that they generate from the people
that they work with. No leadership style is
inherently good or bad. The key to success is knowing
when to use each style, how, and with whom.
33. Review of this Class on Leadership Styles: within this course on leadership styles. We've defined leadership and the expectations of the role we've looked at how leaders work with their emotion intelligence to make good, authentic decisions on build relationships on a 1 to 1 basis in small groups and in large teams. We've covered the most of leadership in the six leadership styles on the behavior that emerges from each style and how this behavior could be used to create a positive, energizing work climate for your team. The project that accompanies this class gives you the chance to assess your own leadership style, and I hope this gives you some insight since your self awareness to develop your confidence and give you some ideas as to how you convey Vell Oppa's a leader. I'm here to help you to develop your leadership styles issue, develop your career on to answer any questions that you may have feel free to stay in touch . I wish you every success as you develop your career is a leader