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. Emotional Intelligence as a Leader: the most Seenu you are within an organisation. On the more you develop yourself in your career, the more you will find the emotional intelligence is more importance than cognitive intelligence in determining your personal success. I Q. On demotion Intelligence, often referred to incorrectly a Z Q are not highly correlated, so you don't necessarily have a high level of emotional intelligence If you've got a high I Q. You just have more of a head start. Daniel Goldman, who introduced the idea and concept off emotional intelligence to a wider audience, said There is intelligence in emotions. Andi intelligence can be brought to emotions. So if you have a high level of I Q. The way in which you use your intelligence in terms of working with emotions can give you a little bit of a head start. Anyone could become angry. That's easy. But to 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 , so emotional managements and emotional expression was known as far back as then. Let's have a look at emotional intelligence in the workplace. Firstly, let's dispel a couple of myths around emotional intelligence. Emotional intelligence is not about catching and suppressing emotions as they actually begin to surface. The brain creates emotional options for each environments, and these emotional options are chosen by the individual according to the circumstance. So it's not about suppressing anger. It's not about suppressing anxiety. It's not about suppressing. Fear is about raising those issues, working with those emotions and recognizing that they actually contained some very important information. The other thing about emotional intelligence is it's not about being nice. It's about doing the right thing, making the right decisions at the right time and doing it in the right way. Emotional intelligence is about bringing all emotions to the surface and using them in a way that can drive situations forward. Emotional intelligence is about managing who you are in the moment to meet emotional needs through conscious choice. There are a range of emotions which are experienced on a day to day basis of work. You'll notice these in yourself and in other people. The way in which you experience emotions is gonna be different on a daily basis and will change with time. How you experience your emotions will be different from how other people experience emotions. Here are some workplace examples. Satisfaction. You've done an excellent piece of work. Exhilaration. You've won a major contract. Pride. You've helped somebody out of a difficult situation. Anger. Your efforts are not being appreciated. Frustration, particularly when other people can't see your point of view on anxiety. Difficulty in meeting deadlines. Emotions are a part off. Every person affecting work, life and personal life, and how you use emotional intelligence is a leader is about improving performance engagements and well being in a sustainable way, so that sticks. 4. What Makes an Effective Leader: great leaders can 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 on skills, capabilities, knowledge, ideas, beliefs and values. They understand their strengths and weaknesses. Their preference is what makes him 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. They have several and they know when to use the appropriate leadership style. Your leadership behaviour has the biggest impact on your team climate and therefore on productivity motivation. Great leaders created great atmosphere. Toe work in the leader on their behaviors has the biggest impact on team climate. Tyne climate affects performance. It affects the amount of effort people in the scene will contribute. The more they contribute, the more successful the team will bay 5. Perspectives on Leadership: Let's have a look at some perspectives on 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 is 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. A new awareness of self on awareness of others. Andan awareness of the context in which you're a 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, your understanding how you're responding and your feelings with a stronger signal. You pick up on how others respond their feelings, what they could 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 yourself awareness. It'll help you look at your leadership styles and your leadership capabilities. To put this to good use, you need to have an awareness of other people and make a conscious effort around their abilities, their emotions and the perceptions of other people within a situation on within a context. So consciousness of settings and situations become vital importance With this consciousness . You can then adapt your style according to what is required off the situation and how you can use your leadership capabilities much more efficiently on much more effectively by using emotional intelligence. 6. Self Awareness and Leadership: self awareness is a fundamental part off good leadership. It's the ability to accurately assess your personality, your behaviors on 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 in. Self awareness is also incorporating this comparison into yourself. Observation on did into your subsequent behaviour. So it's adapting to what? You know what you learn on what you find out. People with good levels off self awareness are open to realistically assessing themselves. They have a level of self confidence without arrogance. 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 off self awareness lead to increase fulfillment, which leads to increased content mints on a new ability to let go off unrealistic expectations or behaviors that get in the way a greater understanding of other people and greater prospects for advancement. Through this, they're more relaxed, and this leads them toe 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 as 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're 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 truth Self is being able to separate out what Israel 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. Increased self knowledge occurs when self disclosure takes place so that other people can provide insights, come provide feedback around behavior, can provide information around how this affects them. The information is verifiable, predictable and controllable. However, we've just got to go back and restate the 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, Ondas leaders. We must be sensitive to this. 7. Leadership vs Management: Let's have a look at the difference between leadership and management. There is a difference in the way leaders a managers approach their employees leaders congenital rate positive climate by innovating. Doing something original on this inspires trust. They take a long term view, and they ask questions around what and why they tell people where they're going on. They will design the strategies in order to allow people to get there. Management has its place but is much more focused around tasks, getting things done quickly and efficiently. Managers congenital rate positive climate by administering tasks, they will copy what's being done before and what's being successful. They rely on control. They will take a much shorter term view of getting things done quickly and efficiently. They asked how and when they like to get their employees to complete things safely on time and on budget, and they will help to execute the plan. 8. Mode of Leadership: your mode of leadership is the manner and approach that you take in providing direction, implementing plans and motivating people. There are normally three modes of leadership. Authoritarians, participative and enabling. Good leaders tend to use all three modes, but one of them usually dominates. Bad leaders will tend to stick with one mode. Whatever happens, the authoritarian mode is used when the leader tells their employees what they will 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. He short on time and your employees well motivated. Some people tend to think of this mode as a vehicle for shouting, using demeaning language, leading by threats and abusing power. This isn't the authoritarian style. It's an abusive, unprofessional mode called bossing people about. It's got no place in a leader's repertoire. In normal circumstances, the authoritarian mode should only be used on rare occasions. If you have the time or once gain more commitment to motivation for your employees, then you should use the participative 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 in making decisions. Using this mood is not a sign of weakness. It's a sign of strength, and it's one that employees will respect. This is best when you have part of the information on your employees have other parts you Cygnus moat, the leaders not expected to know everything. And this is why you employ knowledgeable and skillful employees. Using this mode is of mutual benefit. It allows employees to become part 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 leaders, still responsible for the overall decisions that made this mode is used when employees have relevant experience on 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 confidence of your employees, so don't be afraid to use it, however, use it wisely. 9. Leadership Styles: Daniel Goldman, the author of the Book on Emotional Intelligence, has defined six different leadership styles. Good leaders will adopt one of thes six styles to meet the needs of different situations. A key points of 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, him or detail, and there's this comprehensive chart for you to download and refer to. 10. Commanding Style: the primary objective of the commanding style is immediate 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, threat. Efforts to motivate our focus mainly arm the consequence off non compliance. The commanding style is extremely useful in a crisis. It's useful. Start a new project when the leader has all the information on. Has the project scoped out on the commanding style? It is imperative with problem employees. The commanding style makes lots off key decisions. They give directives. They tell people what to do without asking for their input or listening to their reactions . So outside input into decisions is limited. The team members are controlled tightly through close monitoring, their told what to do and how to do it. The commanding style relies on negative corrective feedback. It focuses on what's being done wrong on what must be corrected. Fear is a key motivational factor here on the commanding leadership style motivates by stating the negative consequences off noncompliance. The commanding style is most effective, with team members doing straight forward tasks. It's fast, it's sufficient. It works well with an extremely smart, wise leader. It's useful in Chrissie situations. Where team members need clear directions on the lead has critical information. It may be a more applicable style to use in organizations with low skilled workers doing routine tasks. The downside to the commanding style is with team members doing complex tasks. The more complex, the task of the more ineffective this style becomes. Short term gains are outweighed by long term dysfunction. It can provoke rebellion, team members and notes developed. Andi may passively resist rebel or leave, and so loses wisdom and observations from other key individuals. Employees could become disengaged and demoralized on the talented people within the organization or within the team will leave. 11. Pacesetting Style: The primary focus of the pacesetting leadership style is task accomplishment to high standards of excellence. Leaders utilize signee, post sitting style, tend to lead by example. They established themselves as the standard, and they're apprehensive about delegating. Their concern is with the immediate accomplishment of tasks, and this makes them disinclined to collaborate with their peers except when they need to obtain or exchange resources. This style is very useful to get quick results from, ah, highly motivated team. When using this style, pacesetting leader leads by example. They expect others to know the rationale behind what's being modelled or the strategy being followed. They've got very high standards for themselves, for other people on for the organization and have little sympathy for poor performance. They're always demanding a faster, better performance, and there are other apprehensive about delegating. They will delegate, they delegate, demanding tasks. Only two outstanding performers in the team. They give details, task instructions. When team members air experiencing difficulties on if performance is poor, they give detailed task instructions. When team members air experiencing difficulties and push them harder and harder. They take responsibility for tasks away from team members. If performance is not forthcoming, and they'll fix the problem themselves. The pacesetting style is most effective with very talented, self driven teams and individuals who are motivated, competent and know their jobs. For example, scientists in research and development the leaders are focused on getting results. They make the organization move fast with team members who work to, AH, high level of quality and are able to perform independently to their standards. The pacesetting style may be useful in startup or entrepreneurial faces off a project, and the leader will fix problems for staff in order to get short term results. The pacesetting style is least effective when members want feedback when they want access to their leader. They want direction, coordination on development to improve their performance. The pace is difficult to sustain in the long term, and it can lead to anxiety and burnout. This obsession with the results can occur at the expense of stuff. Well being on the pressure for immediate results may restrict creativity and innovation because micromanagement starts to erode away trust and it's stunts development 12. Democratic 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 on a lot of listening, recognition of adequate performance and little criticism of low performance. This style is useful to gain acceptance or consensus of every member within the team and to get input from value team members. 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 concerns of everyone involved and listens to their ideas. The Democratic leader trusts the team members have the capability to develop the appropriate direction for themselves on the organization. Decisions are reached by consensus on this collective decision strengthens the buying and commitment across the team and the whole organization. This style works well within organisations with a broad mix of highly skilled individuals where the team members of competence and they have at least a much information and knowledge is the leader. When team members must coordinate together in order that they make decisions with strong shared ownership. This style is useful when a leader is unclear about the best approach or direction today and has competent team members who might have clearer ideas. The democratic style is least effective in crises. It may be difficult to implement in settings or cultures where staffer afraid to give their input on the big downside to democracy and the democratic leadership style is it may take too long to arrive at decisions. And slow progress can affect staff morale when things just do not happen in a timely fashion. 13. Affiliative Style: The primary objective of the affiliative style is to create harmony and to avoid conflict. A leader utilizing 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. It's useful in conflict resolution, and it's a useful style to motivate during stressful circumstances. The affiliative style promotes friendly interactions amongst co workers. The lead. It takes care of employees and receive strong loyalty. In return, the leader nurtures personal relationships and the emotional needs of the employees. Through this style, teams are built to ensure followers are connected to each other. The style promotes harmony amongst followers as it pays attention and cares for person holistically and stresses things that keep people happy. Employees feel like part of the family on this leadership style helps to resolve any conflict. The affiliative style is helpful in healing organizations and teams with serious divisions , conflicts or broken crust. It's useful when giving personal hell, for example, counseling off supporting individuals through difficult personal circumstances. It may be popular in certain regions of the world and over the long term produces happier workers. However, the downside to this style is that it focuses too much on praise on relationships at the expense of results, and it may send out a message that mediocrity is tolerated. The lead may have difficulties in using corrective measures when performance feedback is necessary for improvement or in crisis situations or within complex tasks, so staff may not receive enough specific advice on how to improve. 14. Visionary Style: The visionary style provides long term direction on vision. This 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 in the organization for the long term on by monitoring performance towards 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 on articulates where the group is heading. It sets forth and inspiring vision of the future by soliciting team members perspective sold in the vision on the best way to get there without surrendering authority. This style builds excitement and see selling. The vision is a key part of the job so that the decisions resonate with the values and aspirations of the staff, and it helps staff to see how their work contributes to a better world. So the visionary style is most effective when a new vision or clear direction is needed, and it gives this clear direction to the team in the organization. It's useful in times of change with new team members who depend upon the lead for guidance on the style, motivates and excites employees. The visionary style is least effective when the leaders not really perceived as being credible, or if the leader conflicts with other strong individuals in the organization with a competing vision. If the implementation is weak, the failure to achieve the vision de motivate staff and it leads to cynicism. 15. Coaching Style: The primary focus of the coaching style is the long term development off the other people within the team. In the organization, a leader using the coaching style helps individuals to identify the unique talents. This typically involves sitting down with the employees in conducting a candid mutual assessments of the employees, strengths and liabilities. In light of his or her aspirations. The leader helps the employees to establish a development plan and provides ongoing support from feedback. This style is useful to help someone capable improve their performance and to develop long term strategies. The coaching style aims to bring the best out of 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 long term development. The leader sees mistakes as learning opportunities and will delegate challenging assignments that will allow people to grow and to develop. The coaching style is most effective when team members have a clear sense of their own aspirations on the motivated to take up the initiative, it works well with people who are self motivated, who are interested in career developments and long term planning 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. Andan 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 a useful style to use when the leader lacks knowledge about the team members , areas of work or in Chrissie situations. 16. The Skills and Behaviours of the Leadership Styles: Let's have a look at the underpinning skills and behaviours of each leadership style, the most effective set of skills that the most effective behaviors will depend on. And it's going to vary according to the task, the people in the situation to be managed, these air 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 on the resources available but yet time, people, materials and other resources. What is critical to a leader's effectiveness is their ability to diagnose the demands of the situation at hand and to make use of a full range of skills and behaviour rather than being limited to using a narrow range to deal with all situations in this section of the course, we'll look at the skills of behaviors that are effective for each style. I'm sure you'll notice which ones you feel most comfortable with. Um, 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 certainly does have 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 so the 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 and scenarios. And working within rules, regulations, policies, and procedures. The intense focus 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 all 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 visionary 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 determine shear 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 agreement, sharing responsibilities, and ensuring people work together and participate. The behavior of the affiliative leadership style is characterized by a drive for harmony, is 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 the person to thing can get the best out of them. 19. Increasing & Toning Down Each Style: effective leaders air 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 observed their impact. They watch out for changes in the situation that demand a difference approach, and they assess changes in the climate they're creating for their team. Some leaders very good at blending the styles together, and some are not so good. You may have assessed which style you're using currently, and you may be comfortable using it and using it effectively. But what if your situation changed? Would you be able to adapt your style? Which stars do need to increase the use soul? Which of the styles do need to tone down? This is not easy. What we'll do is look at each of the styles in turn and look at ways in which you could increase the use of the style. We'll also look away sin, which you've been toned down the use of the star, particularly if it should default style and can cause problems for you and for other people in the long term, 20. Increasing The Commanding Style: The commanding style is an extremely useful style for focusing on the task, drawing an immediate, unwilling response from staff or when the individual or the organization is at risk of serious damage. Leaders who are focused on the people and relationships side of leadership often find the task focus styles of leadership difficult to work with, difficult to deliver and difficult to master. To increase the commanding style. Get to know that your better rather than the individuals concerned, give direct and unequivocal orders. Design rules and publicized them widely. Ensure that people understand the consequences of any deviation from them. Set strict standards of behaviour 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's a need for you to give immediate clarity around tusks or standards 21. Increasing The Pacesetting Style: The pacesetting style is another style that focused very much on task delivery. It could be an awkward style for people to master when they're very focused on people in the relationships. In leading a team to increase the pace setting style, maintain and develop your technical and professional expertise. Teach, for example, on model the behavior that you wish to see. 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, emphasised results Tell your employees that you'll leave them alone if they get the results you are looking for. Otherwise you'll be following up regularly. The advanced use 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 Democratic Style: leaders who are focused on the 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, your miss deadlines and differ Making decisions. I don't, however, forget to allow people opportunities to explore ideas and ask questions. Differentiate between genuine exploration on 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 commitment. 23. Increasing The Affiliative Style: leaders who are very good at focusing in on the task often find the people in relationships side off leadership. Quite a challenge to increase the affiliative style, identify an act to resolve conflict. Recognize the individual positive traits in the people that you are working with that you are mediating on. Accept them for who they are. Resist judging them harshly for not being like you. Encourage on reward. Harmonious and appreciative behaviors sympathize on, 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 gift's. 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 off leadership 24. Increasing The Visionary 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 formula, your vision, your policy, your strategy and your objectives. Test it out with others. Consult appropriately with commitment and honesty. Keep true to the integrity of the vision, explain, communicate, influence others to understand of feel a part of the vision. Solicit important, considering carefully respond to it quickly and honestly. Provide a rational a reason for the vision. Delegate responsibility for delivering the vision. Avoid getting involved directly with the doing the day to day tasks. The My new Shii of delivering the vision Remember that your role as a leader is to influence into check alignments. Ensure that the vision remains up to date and consistent with the current climate. Provide feedback on a regular an ongoing basis. Seek feedback on a regular an ongoing basis. Listen carefully acts upon what you hear where appropriate, promoting advance, others on 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 Coaching 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 lot of practice. It involves coaching skills on DLA listening, neither of which are really trained on people learn them through experience. People think they're good at coaching, asking questions and listening. These are fundamental skills. The important thing is not around the ability to use the skills. It's around 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 on their 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, try to reality check their suggestions on 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 the 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. Encourage 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 and what did you learn from it? 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 involvements in an area outside of your immediate responsibility. Trust that you'll get the rewards from that later on. Encourage partnership review the employees 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 builder confidence in functioning more autonomously and in functioning at a higher level 26. Toning Down The Commanding Style: when used effectively. The commanding style draws an immediate and willing response from people, however used outside of crisis situations or situations where non compliance will have serious consequences. It creates medium term resistance and may seriously damage the leader's reputation to tone down the commanding style. Ask yourself how it feels to be led by you. Ask others who were led by you. Listen to their answers. Ask yourself how you wish to be led. Does the commanding style fit with your answers? Learn 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 riel attention and considerations. People who hold different views to your own. Don't be tempted to consult without any intention of changing anything. Your leadership position will be completely undermined. If people feel that they've been misled by you, it will reduce the level of trust that people will have in you as a leader. Let go of the idea that you're the only one who could do things properly. Instead, ask yourself how 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. Listen to your answer. Ask yourself, what would it take to trust other people more? 27. Toning Down The Pacesetting 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 individual is 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 tone down the pacesetting style. Ask yourself how it feels to be led by you. I ask others who are led by you. Listen to their answers. Ask yourself how you wish to be led. Does the pacesetting style fit with your answers? Resist the urge to answer any question with the answer. Ask a question instead. What are you 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. Offer 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 you contributing to this perceived situation. Learn to listen properly, to be fully present, not just waiting for people to finish speaking so that you can then speak. 28. Toning Down The Democratic 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 commitment when used ineffectively. The Democratic style courses, confusion, delays and conflict amongst individuals due to the lack of focus and direction to tone 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 say to feel more confidence in your own decision making? Consider the consequences of over reliance on this style. Ask yourself how you might address these shortcomings and look at ways of increasing your use of other styles. Ask yourself what opportunities being missed by the long decision making process. Other other ways of retaining the advantages while losing the disadvantages. Catch yourself. Deferring a decision to a committee, I make the decision yourself 29. Toning Down The Affiliative Style: When used effectively, The affiliative style motivates people by supporting them during highly routine or stressful times. My strategically and explicitly focusing on the human elements. This style succeeds in gaining loyalty and support and getting the task done. When not used effectively, this style can lead to a low standards, a sense of favoritism and frustration to tone 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 answers, and that's a problem. 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 over playing this strength and it can happen, then ask yourself which of the other styles is it appropriate for you to become more skilled out? Look at ways in which you can increase that style. Ask yourself what is the purpose of my role? How much time you devoting to the people Aspects track how much time you're devoting to the other aspects of your old. Be honest with yourself. Decide how to go forward. Ask for feedback from your team. Members. Encourage them to tell you how it really is. Aziz. They won't be came to hurt you. See, it's isn't overplayed strength that could be adjusted. 30. Toning Down The Visionary Style: 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 stuff fails to take into account the natural talents on 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 abuse 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 over playing this strength, Andi, it can happen. Then ask yourself which of the other styles is it appropriate for you to increase the use off? Ask others for feedback on exactly which aspects off the visionary style, your over plague. 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 Coaching Style: When used effectively. The coaching style motivates individuals by linking their daily work to their personal development objectives and long term career plans. It helps individuals develop sound thinking strategies, the builder confidence in functioning more autonomously. Ondas a higher level when used ineffectively. The coaching style causes confusion courses, delays on courses, conflict because individuals are unsure about what they should do to tone down the coaching style, ask yourself where 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 them. If this style is overplayed on becomes an overplayed 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 was strong in other styles, particularly the pacesetting style, focus exclusively on high performance. They often think they're coaching when, in actual fact, they're micromanaging or simply telling people have to do their jobs. Framed around the question. Such leaders often concentrate 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 underappreciated rather than motivated. 32. Increasing & Toning Down Leadership 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 it in the extra effort that your team members put in on the valuable contributions that they make. In the longer term, you'll sit in their performance in the outcomes that your team delivers on 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