TITLE:

Developing XXXXXX
flexible leadership styles
LOCATION: XXXXXX
Ginnie Willis, Aurora programme director, Leadership Foundation
DATE: XXXXXX
 Leadership Styles
What does a leader look
like?
Is there one best way of
being a leader?
How do I know what my
style is?
How can I bring my
values and beliefs to a
leadership role?
 What sort of leader do you want to
be?
Why would anyone be led by you?
Whats the current situation?
What sort of leader do you need to
be?
How do you want to be
remembered as a leader?
Emotional Intelligence and
Leadership Styles
1978 Daniel Goleman published Working with Emotional
Intelligence
It brought public notice to years of research looking at the role of
emotional intelligence in high performance of individuals, teams
and organisations.
It incorporated ideas from David McClelland, Howard Gardner et al
It identified elements/domains that contributed to emotional
intelligence
Emotional Intelligence is the capacity for recognising our
own feelings and those of others, for motivating ourselves,
and for managing emotions well in ourselves and in our
relationships - Daniel Goleman

The ability to monitor ones own and others feelings and

emotions, to discriminate among them, and to use this
information to guide ones thinking and action. - Mayer
and Salovey
 Leaders and managers with high emotional intelligence
were significantly more likely to be effective
High emotional intelligence is associated with a
transformational rather than transactional leadership style
Transformational leadership is found to be the most
successful style in situations of great change and uncertainty
 Your individual
competences

Your
leadership Your role
style

The team climate you

create
People look at you to decide what sort of day
they are going to have...

Your leadership behaviour has the biggest

impact on your team climate, and therefore
on productivity and motivation.
 The Hay MSQ

Please complete exercise 1 of the workbook on

page 4
Please complete exercise 2 of the workbook on
page 6
Transfer your scores to the graph on page 8
 Management Styles

Directive
Visionary
Affiliative
Participative
Pace-setting
Coaching
 Coercive Style

Do it the way I tell you!

Directive Style
Aims to achieve
immediate compliance
Gives lots of directives
Seeks tight control
over situations
Relies on negative
feedback
Useful in crisis
situations or with
problem employees
 Authoritative Style

Visionary Style Let me tell you where

Aims to provide long we are going as a
term vision/direction team!
Allows team members
input
Sets standards and
monitors performance
Useful with new
team members or
when manager is
perceived as expert
 Affiliative Style

Affiliative Style People first, task second!

Aims to promote harmony
and cooperation
Seeks to smooth conflicts
and tensions
Identifies opportunities
for positive feedback
Useful when diverse,
conflicting individuals
need to work together
 Democratic

Participative Lets decide

Aims to build group
consensus together!
Individuals are trusted
and have appropriate
skills and knowledge
Rewards team
performance rather
than individual
Useful with
competent team
members whose
expertise can guide
manager
 Pacesetting

If you cant do it right,

Pacesetting Ill do it myself!
Aims to lead by example
High standards and little
sympathy for poor
performance
Delegates only to good
performers
Useful with staff who are
pacesetters in their own
right
 Coaching

Coaching What did you learn,

Encourages individuals what can we improve on?
to set long term
development goals
Helps people identify
strengths and
weaknesses
Encourages team
members to solve their
own problems
Useful with self-
aware, self-
motivated team
members
 Impact of Management Styles

Mastering 4 or more styles creates the best

business performance
The most effective managers can switch flexibly
between styles
Visionary, Affiliative, Participative and
Coaching styles have a positive impact on
organisations
Directive and Pacesetting can have a negative
impact