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Eaquals International Conference, 16 – 18 April 2015
Leadership styles
Hard or soft-centred?
Loraine Kennedy
www.eaquals.org
What is leadership?
“Guiding others to go where they
can’t go by themselves”
Jo Owen quoting Henry Kissinger
Eaquals International Conference, November 2015 2
The Nature of Leadership
1. Everyone can learn to lead, and to lead better
2. No leader is perfect
3. You can lead at any level
4. Build on your strengths
5. Leadership is a team sport
6. Make a difference (go beyond status quo/comfort zone)
7. Find your context
8. People and political skills become more important with
seniority
9. Rules of leadership change at each level
10. You are responsible
Eaquals International Conference, November 2015 3
Leadership level/position
4
Top leaders Middle leaders Emerging
leaders
Vision Ability to
motivate others
Hard work
Ability to motivate
others
Decisiveness Proactivity
Decisiveness Industry
experience
Intelligence
Ability to handle
crises
Networking
ability
Reliability
Honesty & integrity Delegation Ambition
Eaquals International Conference, November 2015
What do we mean by
‘leadership style?
• A way of leading that embodies a
particular set of traits and skills
• A term first coined by Kurt Lewin
in the 1930s
• Lewin said that leadership styles
could be learned
Eaquals International Conference, November 2015 5
Which factors influence leadership
style?
LeaderL's
character
L's power
and
influence
L's
competence
L's style
L's
emotional
intelligence
Eaquals International Conference, November 2015
Discussion
• In which ways is it important to
consider these 3 factors when
considering leadership style?
• Organisational culture
• Tasks
• Employees
7
Eaquals International Conference, November 2015
You – Emotional Intelligence
8
Eaquals International Conference, November 2015
Emotional intelligence - challenges
• Not becoming defensive when criticised
• Staying calm under pressure
• Handling setbacks effectively
• Managing anxiety, stress, anger and fear
• Seeking and utilising feedback and criticism for growth
• Remaining positive
• Maintaining a sense of humour
• Trying to see things from other’s perspectives
• Recognising how behaviour affects others
• Airing grievances skilfully
• Listening without jumping to judgement
• Freely admitting to making mistakes
Eaquals International Conference, November 2015
Daniel Goleman- Leadership
Styles
Coercive Authoritative Affiliative
Democratic Pacesetting Coaching
Eaquals International Conference, November 2015
Leadership guidelines
1. Get to know your team
2. Provide basic job training
3. Develop people
4. Recognise
5. Encourage teamwork
6. Build a customer focused team
7. Coach
8. Act on employee feedback
TNS, (2014) 8 Tips to engage your employees
Leadership guidelines
1. Adapt leadership styles to suit the
person and context
2. Guide but don’t control
3. Clarify own expectations
4. Stay in touch
5. Lead on learning
6. Encourage collaboration
7. Tweak roles to capitalise on strengths
8. Offer incentives around what each
employee values
9. Use different coaching styles to suit
unique learning styles
10.Don’t set people up to fail
Task & Discussion
• The case scenario is designed to
promote detailed discussion on
leadership styles and skills.
• In groups, discuss the answer to the Qs
• In feedback, you will be asked to share:
• Key and interesting points that were raised in
discussion
• Any insights or revelations gained
13
Eaquals International Conference, November 2015
Thank you!
www.lorainekennedy.com
info@lorainekennedy.com
LAMSIG

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Soft or hard-centred? Which is your preferred leadership style?

  • 1. Eaquals International Conference, 16 – 18 April 2015 Leadership styles Hard or soft-centred? Loraine Kennedy www.eaquals.org
  • 2. What is leadership? “Guiding others to go where they can’t go by themselves” Jo Owen quoting Henry Kissinger Eaquals International Conference, November 2015 2
  • 3. The Nature of Leadership 1. Everyone can learn to lead, and to lead better 2. No leader is perfect 3. You can lead at any level 4. Build on your strengths 5. Leadership is a team sport 6. Make a difference (go beyond status quo/comfort zone) 7. Find your context 8. People and political skills become more important with seniority 9. Rules of leadership change at each level 10. You are responsible Eaquals International Conference, November 2015 3
  • 4. Leadership level/position 4 Top leaders Middle leaders Emerging leaders Vision Ability to motivate others Hard work Ability to motivate others Decisiveness Proactivity Decisiveness Industry experience Intelligence Ability to handle crises Networking ability Reliability Honesty & integrity Delegation Ambition Eaquals International Conference, November 2015
  • 5. What do we mean by ‘leadership style? • A way of leading that embodies a particular set of traits and skills • A term first coined by Kurt Lewin in the 1930s • Lewin said that leadership styles could be learned Eaquals International Conference, November 2015 5
  • 6. Which factors influence leadership style? LeaderL's character L's power and influence L's competence L's style L's emotional intelligence Eaquals International Conference, November 2015
  • 7. Discussion • In which ways is it important to consider these 3 factors when considering leadership style? • Organisational culture • Tasks • Employees 7 Eaquals International Conference, November 2015
  • 8. You – Emotional Intelligence 8 Eaquals International Conference, November 2015
  • 9. Emotional intelligence - challenges • Not becoming defensive when criticised • Staying calm under pressure • Handling setbacks effectively • Managing anxiety, stress, anger and fear • Seeking and utilising feedback and criticism for growth • Remaining positive • Maintaining a sense of humour • Trying to see things from other’s perspectives • Recognising how behaviour affects others • Airing grievances skilfully • Listening without jumping to judgement • Freely admitting to making mistakes Eaquals International Conference, November 2015
  • 10. Daniel Goleman- Leadership Styles Coercive Authoritative Affiliative Democratic Pacesetting Coaching Eaquals International Conference, November 2015
  • 11. Leadership guidelines 1. Get to know your team 2. Provide basic job training 3. Develop people 4. Recognise 5. Encourage teamwork 6. Build a customer focused team 7. Coach 8. Act on employee feedback TNS, (2014) 8 Tips to engage your employees
  • 12. Leadership guidelines 1. Adapt leadership styles to suit the person and context 2. Guide but don’t control 3. Clarify own expectations 4. Stay in touch 5. Lead on learning 6. Encourage collaboration 7. Tweak roles to capitalise on strengths 8. Offer incentives around what each employee values 9. Use different coaching styles to suit unique learning styles 10.Don’t set people up to fail
  • 13. Task & Discussion • The case scenario is designed to promote detailed discussion on leadership styles and skills. • In groups, discuss the answer to the Qs • In feedback, you will be asked to share: • Key and interesting points that were raised in discussion • Any insights or revelations gained 13 Eaquals International Conference, November 2015