Understanding your Leadership Style | Robin Hills | Skillshare

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Topics include illustration, design, photography, and more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

33 Lessons (1h 10m)
    • 1. Introduction to Leadership Styles

      2:04
    • 2. Objectives of the Class

      1:45
    • 3. What Makes an Effective Leader

      1:30
    • 4. The Importance of Self Awareness

      3:40
    • 5. Some Perspectives on Leadership

      2:20
    • 6. Emotional Intelligence at Work

      6:05
    • 7. Leadership vs Management

      1:10
    • 8. Modes of Leadership

      3:18
    • 9. The Six Styles of Leadership

      0:45
    • 10. The Commanding Leadership Style

      2:40
    • 11. The Pacesetting Leadership Style

      3:00
    • 12. The Democratic Leadership Style

      2:15
    • 13. The Affiliative Leadership Style

      2:20
    • 14. The Visionary Leadership Style

      2:00
    • 15. The Coaching Leadeship Style

      2:12
    • 16. Skills and Behaviours of the Leadership Styles

      1:15
    • 17. Underpinning Skills of Each Leadership Style

      3:50
    • 18. Demonstrated Behaviours of Each Leadership Style

      3:35
    • 19. Fine Tuning the Leadership Styles

      1:11
    • 20. Increasing the Use of the Commanding Leadership Style

      1:30
    • 21. Increasing the Use of the Pacesetting Leadership Style

      1:36
    • 22. Increasing the Use of the Democratic Leadership Style

      1:08
    • 23. Increasing the Use of the Affiliative Leadership Style

      1:31
    • 24. Increasing the Use of the Visionary Leadership Style

      1:45
    • 25. Increasing the Use of the Coaching Leadership Style

      3:03
    • 26. Toning Down the Use of the Commanding Leadership Style

      1:49
    • 27. Toning Down the Use of the Pacesetting Leadership Style

      1:41
    • 28. Toning Down the Use of the Democratic Leadership Style

      1:25
    • 29. Toning Down the Use of the Affiliative Leadership Style

      1:52
    • 30. Toning Down the Use of the Visionary Leadership StyleVideo

      1:24
    • 31. Toning Down the Use of the Coaching Leadership Style

      2:01
    • 32. Increasing and Toning Down the Styles

      0:48
    • 33. Review of this Class on Leadership Styles

      1:09
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About This Class

Please sign up at ei4change.com for emotional intelligence news and resources.

If you are involved in managing processes and resources (including people), you will have leadership responsibilities.

The main priority of a good leader is to get the job done whatever the job is.

Leaders make things happen by:

  • knowing their objectives and having a plan how to achieve them
  • building a team committed to achieving the objectives
  • helping each team member to give their best efforts

Leaders must know their strengths and weaknesses, so that they can build the best team around them.

Your leadership style is the manner and approach of providing direction, implementing plans, and motivating people.

This class looks at the six styles of leadership reviewing the strengths and the limitations of each style.  Although good leaders use all of the styles according to the situation, one of them normally dominates.

Poor leaders tend to less flexible.

Which style is the one that you use most often?

Meet Your Teacher

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Robin Hills

Emotional Intelligence coach and facilitator

Teacher

Hi. I'm Robin Hills. It is my intention to offer the best and highest quality courses on emotional intelligence available through SkillShare and across the internet.  I am not teaching any other types of course as I am a specialist in emotional intelligence and it is the focus of my business. 

Teaching emotional intelligence skills is a challenge at the best of times. I am not teaching any other types of class as I am a specialist in emotional intelligence and it is the focus of my business.

These courses require you to take some ACTION and put into practice what you have learnt.

Please note that all classes are continually refined and updated to ensure they remain current and relevant.

I am an emotional intelligence coach, trainer an... See full profile

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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