Leadershipstyleassessment 110413005413-phpapp01

6/27/2013
LEADERSHIP STYLE
Carolyn Collins
1

6/27/2013
This leadership skills assessment has to do with your
predominant leadership style. Keep in mind that most
leaders will flex their leadership style to the situation;
this is appropriately termed situational leadership
Leadership Style Assessment
Leadership Style Assessment
2
LEADERSHIPSTYLEASSESSMENT

6/27/2013
Coaching leaders enjoy developing people that may one day be the
leaders of the company. They have a great deal of self awareness
and enjoy helping others improve their skills.
Coaching Leadership Style
3
COACHINGLEADERSHIPSTYLE

6/27/2013
Coercive leaders often demand immediate compliance
with their orders. This type of leader has an extreme
drive to achieve. They also exhibit a great deal of self
control and often take the initiative when they spot a
problem. Over the long haul, coercive leaders can have a
negative impact on the workplace.
Coercive Leadership Style
4
COERCIVELEADERSHIPSTYLE

6/27/2013
Authoritative leaders often try to mobilize workers towards a
vision. They allow workers to see how they fit into the big
picture. They are seen as experts in their area and
demonstrate a lot of self confidence. Authoritative leaders
also demonstrate a lot of empathy.
Authoritative Leadership Style
5
AUTHORITATIVELEADERSHIPSTYLE

6/27/2013
The Affiliative leader likes to create harmony and build
relationships in the workplace. They believe that people come
first and like to communicate with others.
Affiliative Leadership Style
6
AFFILIATIVELEADERSHIPSTYLE

6/27/2013
The Democratic leader likes to get others involved
in the decision making process. They enjoy coming
to consensus through the active participation of
others.
Democratic Leadership Style
7
DEMOCRATICLEADERSHIPSTYLE

6/27/2013
Pacesetting leaders set high standards of performance for themselves
and others around them. They have a great deal of drive to achieve
targets and expect the same type of drive from those around them.
Unless workers are just as driven as the leader, this style can also have a
detrimental effect in the long term.
Pacesetting Leadership Style
PACESETTINGLEADERSHIPSTYLE
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6/27/2013
SITUATIONSANDFORCES
A good leader uses all three styles, depending on what forces are involved
between the followers, the leader, and the situation. Some examples include:
Forces that influence the style to be used included:
How much time is available.
Are relationships based on respect and trust or on disrespect?
Who has the information — you, your employees, or both?
How well your employees are trained and how well you know the task.
Internal conflicts.
Stress levels.
Type of task. Is it structured, unstructured, complicated, or simple?
Laws or established procedures such as OSHA or training plans.
Using an authoritarian/coaching style on a new employee who is just
learning the job. The leader is competent and a good coach. The
employee is motivated to learn a new skill. The situation is a new
environment for the employee.
Using a participative/democratic style with a team of workers who
know their job. The leader knows the problem, but does not have all
the information. The employees know their jobs and want to become
part of the team.
Using a delegative style with a worker who knows more about the job
than you. You cannot do everything and the employee needs to take
ownership of her job! In addition, this allows you to be at other places,
doing other things.
Using all three: Telling your employees that a procedure is not working
correctly and a new one must be established (authoritarian). Asking for
their ideas and input on creating a new procedure (participative).
Delegating tasks in order to implement the new procedure (delegative).
Coercive?
Authoritarian?
Coaching?
Affiliative?
Democratic?
Pacesetting?
Combination?
Forces
Forces
Follower
Forces
Leader
9

6/27/2013
Sue Hathaway is a
business major. She is
leading a team of
research scientist working
on new ways to use
plastic
Although the team
discusses the merits of
each ideal and project,
she retains the final
decision making
authority.
SCENARIO1
10
Click on the leadership style the best fits the style of leadership portrayed in the scenario above.

6/27/2013
When some suggestions
are made, he tells them
he does not have time
to consider them.
John is a new supervisor.
He has just been put in
charge of the production
line. He immediately
starts by telling the crew
what changes need to be
made.
SCENARIO2
11

6/27/2013
A construction crew has worked
together for the last four years with
very little change-over in personnel.
They always vote whenever a decision
has to be made on how to proceed
with the project.
SCENARIO3
12

6/27/2013
Bob is an owner of a small
electronic store. He starts
every day by telling his
three employees what has
to be done and how to do
it.
SCENARIO4
13

6/27/2013
This inspection line has no
supervisor. They are expected to
have the correct staffing,
procedures, and expertise on
each shift to ensure no defective
parts gets pass them
SCENARIO5
14

6/27/2013
Jane has just been promoted to squad
leader and has just been assigned
overseas. She immediately calls her
squad together for a meeting and asks
for their ideas and input on an upcoming
field training exercise.
SCENARIO6
15

6/27/2013
There are seven people on a special
project team and each individual is
from a different department.
Although a leader was elected, for a
decision to pass it must have the
approval of each individual.
SCENARIO7
16

6/27/2013
A small department performs the
same functions every day. To get
information out, the supervisor
sends it by email or voice mail, very
rarely is a meeting called.
SCENARIO8
17

6/27/2013
Dan his supervisor tells him
very sternly not to ever do
that again and notes it in his
log.
A forklift had its forks raised in
the air to put some material in
the racks. Dave darts under the
forks (safety violation) so he
could get back to his work-
station in time.
SCENARIO9
18

6/27/2013
Later that week she calls a
meeting of all supervisors
and key players to create a
strategy to keep the
project running on
schedule
A project is
running late.
Betty is the project
manager. After care
evaluation she puts out
a course of action to
take to try to put it back
on track.
SCENARIO10
19

6/27/2013
Jack calls his staff
together and explains
the project. He then
tells them to get it up
and going while he
completes the budget
Jack is
manager at
ATVE. He is
working on
the budget.
Jim the vice
president of
productions, tells
Jack to get a hot
project running
immediately.
SCENARIO11
20

6/27/2013
Larry a newly hired
supervisor is not allowed to
make any decisions unless it
is approved by his manager
Harry first.
SCENARIO12
21

6/27/2013
Joe is manager at Top Dig. As
manager he was quick to
recognize the contributions of
individual team member, and
express his gratitude for their
outcome on the company’s
website .
SCENARIO12
22

6/27/2013
CORRECTPAGE1
23
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Leadershipstyleassessment 110413005413-phpapp01

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