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Leadership styles with rbl leadership excellence september 2015 issue


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Leadership Styles with RBL Leadership Excellence_September 2015 Issue

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Leadership styles with rbl leadership excellence september 2015 issue

  1. 1. Introduction “ Research has found six distinct leadership styles, each spring- ing from different components of emotional intelligence. The styles, taken individually, appear to have a direct and unique impact on the working atmosphere of a company, division, or team, and in turn, on its financial performance.” - Daniel Goleman (Leadership That Gets Results, Harvard Business Review, March 2000) In essence, the heart of the leadership challenge that confronts today’s leaders is learning how to lead in today’s VUCA (volatile, uncertain, complex and ambiguous) business environment, allied with the needs to deal with scale and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘leadership trade’. So the basic assumption that past experience is the key for future leadership success is more open to scrutiny than ever. At Centre for Executive Education (CEE) we believe that leadership is all about the ability to have impact and influence on your followers using the right leadership styles so as to engage them towards achieving your organizational results through both Ontological Humility and Servant Leadership approaches blended with elements of social intelligence competencies and socialised power. Selecting the Right Leader for your Organization Leaders come in a variety of colours, style and fashions. Picking the one you need when you need her is critical You are the CEO of your organization and must select a new business leader. To succeed, all you have to do is figure out what makes a good leader, a debate that has been ongoing for centuries. You prefer not to wait centuries to make this deci- sion. You have six reasonable candidates, and your organization needs leadership now. You learn that there is a new study (Goleman, 2000) that may help, in two ways. First, it shows how leadership affects profit- ability. The equation goes like this: leadership directly affects the organization’s climate. The quality of the climate accounts for about one third of profitability. Thus, the decision you make about the new leader has the potential to have a huge impact on your bottom line. Climate is not an amorphous, feel-good word. It is used with precision as a comprehensive term to describe six important elements among workers: • How flexible employees are in solving problems; • The sense of responsibility employees feel to the organiza- tion; • The kinds of standards employees have; • The effectiveness of rewards the organization uses; • The clarity workers have about the organization’s mission and values; • How committed employees feel to the common objectives. Second, the study accesses how each of six leadership styles affects climate. As good luck sometimes has it, each of the leadership styles fits with one of your candidates. The Coercive Leader: This person riles by fear. “My way or the highway.” The leader takes charge and invites no contrary opinions. This style has the most detrimental impact on climate in this study. The correlation between coercive leadership and climate is minus, .26, i.e., as coercion increases, quality of climate declines. But don’t rule out your coercive candidate. This is the leadership style of choice when a company is in crisis. If your organiza- tion is in serious trouble, you may want to hire this person. Remember, though, that once the crisis resolves, coercive can create its own crisis unless your leader can shift to another style. The Authoritative Leader: This leader has a powerful ability to articulate a mission and win people to it with enthusiasm. He makes a clear path for followers, cutting away confusion that exists in most organizations. Followers do not work at cross purposes because a commitment to a common vision is created. This leadership style has plus, .54 correlation with climate, the biggest correlation of any leadership style. As authoritative behaviours increase, so does the equality of the climate. This style will be particularly effective if your organization needs a new vision. Before making a final determination, however, look at the other styles, their impact, and when they work best. The Affiliation Leader: This leader is a master at establishing positive relationships. Because the followers really like their leader, they are loyal, share information, and have high trust, all of which helps climate. The affiliative leader gives frequent positive feedback, helping to keep everyone on course. The cor- relation of this leadership style with climate is plus, .46. Consider your affiliative candidate if your organization primarily needs team harmony, improved morale, or if previous events created an atmosphere of mistrust. The downside of this style is that poor performance of followers is sometimes tolerated out of loyalty. The Democratic Leader: This leader focuses on decision making by winning consensus. With consensus comes intense commitment to goals, strategies and tactics. Trust is a major feature of this leadership style as well. The correlation with climate is a healthy plus, .43. It works particularly well when the leader is genuinely not sure what to do and has talented employees who can and will make excellent input. In accessing your democratic candidate, consider the talent level of direct reports. If they have had time to grow into their jobs and work well as a team, the democratic candidate might be a good choice. Drawbacks of this style include that it works poorly during crisis that need rapid action. The Pacesetter: This leader sets high performance standards for everyone, including himself. He walks the talk. This sounds 29leadership excellence essentials presented by | 09.2015 Submit your Articles By Prof. Sattar Bawany RBL framework to achieve organizational results Importance Of Leaders With The Right Leadership Styles
  2. 2. 30 leadership excellence essentials presented by | 09.2015Submit your Articles admirable and has been widely believed to be effective. The data, however, indicate otherwise, with a minus, .25 correlation with climate. Why? Pacesetters tend to have trouble trusting their followers. Their self-esteem rest on being smarter, faster and more thorough than everyone else. They unintentionally undermine the efforts and morale of those around them. Before dismissing your pacesetter candidate, however, look at the followers. If they are already highly motivated with strong technical skills, a pacesetter can be effective because their styles and competence already fit with the pacesetter’s expectations. The Coach: This leader develops people. He is able to recog- nize talent and how best to develop it. He offers developmental plans, including challenging assignments that push people to cultivate new skills. The leader can see the future and bring out the best in followers. This style has a plus, .42 correlation with climate. It works best when followers are receptive to personal growth. If your organization is characterized by individuals who are waiting for retirement, don’t hire the coach candidate. If your employees are excited about learning, give the coach a good look. If you hire this candidate, recognize that coaching is time consuming, meaning that this leader will devote less time to other activities. Conclusion In making your decision, consider the fit between leadership style and the characteristics of your organization. Even more important, remember that things change. Take one more look at your six candidates. Look for flexibility. The very best leaders are those who have learned how to shift from one leadership style to another as circumstances demand. If one of your candidates shows evidence of being able to move smoothly among several of these six styles, that may tip the balance. Since leaders lead people, the style with which you do it is important. It must truly represent you, fit with the situation, the results you wish to achieve and the people you hope will follow your lead. In truth, having a particular style is not as essential to being a leader as having a vision of what could exist, being committed to the vision, bringing great energy to realising that vision and having people to support you towards achieving the organizational results. LE Importance Of Leaders With The Right Leadership Styles Prof. Sattar Bawany is the CEO & C-Suite Master Executive Coach of Centre for Executive Education (CEE Global). CEE offers human capital management solutions for addressing challenges posed by a multigenerational workforce including talent management and executive development programs (executive coaching and leadership development) that help leaders develop the skills and knowledge to embrace change and catalyse success in today’s workplace. Email Visit Would like to Comment? Please Click Here.