Leadership Styles: Developing and Applying. Rebecca R. Swan, M.D. Robert J. Vinci, MD

Transcription

1 Leadership Styles: Developing and Applying Rebecca R. Swan, M.D. Robert J. Vinci, MD

2 Objectives Recognize and identify the five leadership styles by Kouzes & Posner Recognize and identify the 6 leadership styles with EI (Goleman, Boyatzis and McKeen) Identify own preferred leadership styles Discuss the importance of situational leadership

3 The Leadership Challenge Leadership can happen anywhere, at any time. Leadership is not about personality, it s about behavior. Leaders search for opportunities to innovate, grow & improve. Leaders make it possible for others to do good work.

4 5 Practices of Exemplary Leadership Kouze & Posner: The Leadership Challenge

5 Model the Way CLARIFY VALUES by finding your voice and affirming shared ideals. SET THE EXAMPLE by aligning actions with shared values

6 Inspire a Shared Vision ENVISION THE FUTURE by imagining exciting and ennobling possibilities. ENLIST OTHERS in a common vision by appealing to shared aspirations.

7 Challenge the Process SEARCH FOR OPPORTUNITIES by seizing the initiative and by looking outward for innovative ways to improve. EXPERIMENT AND TAKE RISKS by constantly generating small wins & learning from experience.

8 Enable Others to Act FOSTER COLLABORATION by building trust and facilitating relationships. STRENGTHEN OTHERS by increasing selfdetermination and developing competence.

9 Encourage the Heart RECOGNIZE CONTRIBUTIONS by showing appreciation for individual excellence. CELEBRATE THE VALUES AND VICTORIES by creating a spirit of community.

10 Five Exemplary Leadership Practices Model the way Leaders actions speak louder than words. Leaders must become involved and demonstrate their commitment. Inspire a shared vision Leaders must have a vision of change and must be able to eloquently share that vision with others. Challenge the process Successful leaders use change and innovation. Enable others to act Successful leadership and accomplishments are not the result of a single person. Leaders foster teamwork and encourage others to exceed their own expectations. Encourage the heart Successful leaders know that constituents require recognition and celebration. This fosters a strong sense of community.

11 Which is Best? Model Inspire Challenge Enable Encourage

12 LCA Results Participants Council

13 Your leadership practice profile Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart any surprises?

14 What People Most Look Honest - #1 for in a Leader Forward-looking most distinguishing for leaders compared to other credible people Inspiring Competent

15 Another Way to Look at Leadership Leadership is not a function of the position Personality is important, but recognize the importance of leadership style and skill set Going from Good to Great. When I step down as the leader nobody.. EQ >>> IQ Leadership requires adaptability

16 Emotional Intelligence and Leadership Self Aware Know your emotions Self Management Manage your emotions and motivate yourself Social Awareness Recognize/understand other people s emotions Relationship Management Manage and working with colleagues Dan Goleman, HBR

17 The Leadership Repertoire Authoritative/Visionary Coercive/Commanding Affiliative Democratic Pacesetting Coaching Primal Leadership, Goleman, Boiyakas, McKee Leadership that Gets Results, Goleman

18 Leadership Styles: Authoritative How it builds resonance: Moves people toward shared dreams Visionary Impact on Climate: Most strongly positive When Appropriate: When changes require a new vision or when a clear direction is needed

19 Leadership Style: COERCIVE How it builds resonance: Soothes fears by giving clear direction in an emergency Commanding leadership Impact on Climate: Because so often misused, highly negative When Appropriate: In a crisis, to kick-start a turnaround, or with problem employees

20 Leadership Style: AFFILIATIVE How it builds resonance: Creates harmony by connecting people to each other People first Impact on Climate: Positive When Appropriate: To heal rifts in a team, motivate during stressful times, or strengthen connections

21 Leadership Style: DEMOCRATIC How it builds resonance: Values people s input and gets commitment through participation Impact on Climate: Positive When Appropriate: To build buy-in or consensus, or to get valuable input from employees

22 Leadership Style: PACESETTING How it builds resonance: Leader sets high expectations and models them for others Meets challenging & exciting goals Impact on Climate: Often highly negative Frequently poorly executed When Appropriate: To get high-quality results from a motivated and competent team

23 Leadership Styles: COACHING How it builds resonance: Connects what a person wants with the organization s goals Impact on Climate: Highly positive When Appropriate: To help an employee improve performance by building long-term capabilities

24 Questions for Reflection How will you apply what you learned to your project or leadership challenges? What are strengths of your leadership style? Any potential downfalls? What styles do you think you need to have in your leadership team to complement yours?

25 Great Leaders Have an understanding of their leadership style, yet. Are comfortable with more than one style Have Emotional Intelligence that allows them to adapt to the circumstance/surroundings/individuals Understand the value of becoming a Situational Leader

26 Situational Leadership Every leader has a preferred style Successful leaders adapt their style to meet the needs of the group as well as the goals of the situation How do you manage when the situation requires a leadership style that is different than your preferred style Do you prioritize your leadership style? To what degree to you adapt?

27 Supportive Behavior High Situational Leadership Supporting Coaching Delegating Directing Low Directive Behavior High

28 Situational Leadership Adapted from Leadership and the One Minute Manager K. Blanchard

29 Next Steps Reflect on your own leadership style Think of a situation that pushed you to move to a different type of leadership style Bring this dilemma to tomorrow s session on Leadership for further discussion Utilize your mentors during this meeting to further discuss your leadership questions