leadership styles module without answers - aapm

If leadership is about taking action, is all action equal?

Can someone behaving skillfully increase the quality of the action and

corresponding outcome?

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Agenda• Direct experience and

dialogue

• Leadership Styles

• Leadership as Influence

• Thought experiment on building rapport

• Motivation

• Heliotropic Leadershipcc: www.impactinternat ional.com

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Interviews

• What are your strengths as a leader?

• How would you describe your leadership style?

• What words would others use to describe you as a leader?

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Dialogue• What happened when you

encountered problem three?

• How did it influence the way you looked at puzzle four?

• What might have helped you solve puzzle four?

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Leadership Styles

1. When is it appropriate to use different styles?

2. How could you flex your style or adapt your approach to suit the needs of your people?

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• Without moving your feet • Using the channel provided• Pass the marbles around the circle as fast as

you can• Each marble must touch each person at least

once on its round• Ten minutes to plan, five minutes to execute• Appoint two leaders for each phase

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Dialogue• Where did leadership come from?

• Describe the kind of leadership on display during each phase of the exercise.

• What might a greater concern for people have produced?

• What might a greater concern for task have produced?

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Leadership Styles -‐ Blake and MoutonCo

ncern for P

eople

Concern for TaskLow High

High

Country Club Team Leader

Impoverished Authoritarian

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OVERVIEWIn 1958 Tannenbaum and Schmidt attempted to define different leadership styles, in terms of the level of participation that team members have in the decision making process.

KEY POINTS• The level of team participation will depend on severalfactors, such as individual competence and the nature of the task• This model represents a range of options for themanager/leader, which will be continuously variable

IMPLICATIONS• The leadership style chosen will depend upon what isappropriate to the needs of the people, theorganization, the task and the manager• A successful manager may have to use different stylesat different times

Authority retained by MANAGER Authority

retained by TEAM

EMPO

WER

Team

wor

ks

with

in de

fined

lim

its

SHAR

EInv

olve

s tea

m

in de

cisio

n m

aking

CONS

ULT

Seek

s adv

ice o

n de

cisio

n bef

ore

takin

g it

SELL

Mak

es d

ecisi

on

and

sells

decis

ion

TELL

Mak

es d

ecisi

on

anno

unce

s de

cisio

n

At this end people may feel

NEGATIVENot committedNot involvedUndervalued

POSITIVEStrongly supportedWell directedSecure

At this end people may feel

NEGATIVEOver challenged

InsecureIgnorant

POSITIVEResponsibleChallengedRecognised

A sense of growth

Leadership Styles

Emotional commitment to work is the extent to which employees value, enjoy, and believe in their jobs, leaders, teams, or organizations.

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Leadership as Influence

• What is better commitment or compliance?

• Tell style produces compliance while empowerment produces commitment. Commitment is when employees value, enjoy, and believe in their jobs, leaders, teams, or organizations.

• Influence is often the only move in organizations with distributed leadership, functional specialization and a high need to collaborate.

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Situational Leadership

Hershey and Blanchard

Hersey and Blanchard’s “situational leadership” is

based on the premise that the team members maturity

(experience and competence) is the most important factor in

determining an effective leadership style.

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Dialogic Thought Experiment1. Where do you work best?2. What kind of people do you like to have around you?3. What skills have you learned that you are proud of?

How did you acquire them?4. What do others say you are good at?5. Do your behaviors support your goals?6. What do you believe to be right/ and wrong?7. What kind of person are you?8. How would you like to be remembered by those you

love?

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Levels of Communication

Rapport

Emotions/Feelings

Beliefs/Attitudes

Facts/Information

Ritual/Cliche

Incr

easin

g per

ceive

d risk

Incr

easin

g tru

st an

d disc

losur

e

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Motivation + Au: delegation, no micromanagement, consult with the person who is doing the task when making decisions that effect them

+ Ma: leverage what people are good at, provide opportunity to deepen their experience and knowledge base

+ Pu: explain the why not just the what, help people see what they are working in service of and how they fit into the bigger picture.

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PurposeTo do what we do

in service of something larger

and more enduring than ourselves

Autonomy To direct our own lives through our desires

Mastery To get betterat something that we think matters.

Heliotropic Leadership

We are attracted to what affirms and sustains us and we avoid what depletes us.

cc: skyseeker -‐ https://www.flickr.com/phot os/40 42290 2@N00

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leadership styles module without answers - aapm

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