Leadership

Leadership Styles – Transformational Leadership

leadership — Fri, 03 Feb 2012 14:59:09 +0000

Leadership Styles Examples

Leadership Styles Examples

A transformational leader is the opposite of a transactional leader. A transformational leader is one who motivates his team by inspiring loyalty and confidence in them. He takes the operations of the team to greater heights by working on the units that run the operations- people.

A transformational leader works his team through inspiration and persuasion. Rather than using the carrot-and-stick method of motivation, the transformational leader chooses to carry his team to follow him via inspiring the team to gain confidence in him and themselves, allowing them to willingly commit to his cause and stand by him. This is often seen in charismatic war heroes in the movies such as Alexander the Great or Aaragon from the Lord of the Rings who yell an empowering war cry after a heartwarming speech and lead their men into battle. Besides requiring charisma and persuasion skills, transformational leading also often requires the leader or manager to lead by example. It is through their action that they touch the hearts of their followers, and it is the strength of this faith that they create that makes their follower hold firm and loyal in the face of adversity.

A transformational leader is far sighted in terms of operations. Rather than being too caught up in the day-to-day affairs, the transformational leader looks beyond to concern himself with larger issues such as team dynamics, visioning, goals setting and people development.

People development in particular. A transformational leader is always implicated with developing his team. He looks astatine tasks as opportunities to develop his team members rather than as jobs for them to complete. He sees the development and growth of each and every team member as his obligation and will go out of his way to ensure that they ar always in the process of growth and learning.

This also makes transformational leaders process oriented. As a transformational leader is more focused on development rather than results, helium would place a much larger emphasis on a value-added process rather than a good outcome. This mean to say, a transformational leader would rather put a weak member for the job, knowing that it would be a good experience for him but may be detrimental to the results, and not put a top player for the job, knowing that it’ll produce the best results but not really benefit him.

Many famous politicians are transformational leaders. Via the skill of persuasion, they have united nations and elysian faith. Examples admit Winston Churchill and ‘V for victory’, President Obama and ‘Hope we can belief in’. War leadership may also have to be transformational in nature as it requires strong commitment and loyalty to be inspired in soldiers to have them pick up their arms to fight even in the face of death.

By Lucas Lin

Article Source: http://ezinearticles.com/?Leadership-Styles—Transformational-Leadership&id=4262965

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5 Stumbling Blocks to Effective Team Leadership

leadership — Fri, 03 Feb 2012 14:56:51 +0000

Effective Team Leadership

Effective Team Leadership

Many things contribute to team success and some things get in the way. Team leaders is an important element in team success, so what ar 5 common stumbling blocks when it comes to effective team leadership?

Stumbling block 1: The leader is closed minded

One of the great strengths of teams is their power to generate a whole host of alternatives and ideas. Used efficaciously these can contribute to great results and even take team performance to a higher level. On the other hand if the team leader is closed minded and non open to new ideas then these ideas will ne’er translate into results.

Stumbling block 2: Not using appropriate leaders style

Leadership styles can essentially be sorted into 5 main categories. Telling, telling and selling, consultation, participation and empowerment. The style that you adopt will depend on the situation, the expertise of those in the team and the context to name just a few. For example, in times of urgency you power need to go for a very directive, telling style. The key is to be able to adapt and use an appropriate leaders style when leading a team.

Stumbling block 3: Self interest before team results

Team members expect the team leader to be loyal to the team. If the leader becomes more concerned in themselves, they start making choices from a self interest rather than a team results perspective.

Stumbling block 4: Lack of consistency

We have all probably worked for people who appear to lack any sort of consistency when it comes to dealings and interacting with others. For the team member this is a real challenge and can ultimately lead to disengagement. As the team leader try and aim to be as consistent as you possible.

Stumbling block 5: Having your favourites

Like anyone else you will have a better connection with some people in the team than others. At the same time you need to be alert to this connection leading to you having personal favourites which can alienate others. Be alert to the fact that you power be showing favouritism.

Bottom Line – Team leading is a vital component in team success. So what stumbling blocks ar getting in the way of your success as a team leader?

By Duncan Brodie

Article Source: http://ezinearticles.com/?5-Stumbling-Blocks-to-Effective-Team-Leadership&id=3233874

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Value Based Leadership Coaching

leadership — Fri, 13 Jan 2012 06:16:22 +0000

Value Based Leadership

Value Based Leadership

What can I do to be a better coach? The Eight Step Coaching Model describes the process, yet too often the focus is on techniques only. “How can I say it to win my point, get others to do things my way, or convert them?” Focusing only on one technique is fundamentally manipulative. Good leaders coaching, like good parenting, is a way of being as well as doing. This way of being, or our values, drives our behaviors. Like Olympic figure skaters, coaches should evaluate themselves in two areas; skills and style, the expression of your values.

Neither Gandhi nor Martin Luther King ever took a course in non violence; Harry S. Truman on straight talk; Abraham Lincoln on valuing diversity; or Walter Cronkite on integrity. They trusted their values to guide them toward doing the right things. They were the essence of their values. Similarly, how many times have we admonished our teenagers before departing for a night out with friends: “Don’t forget who you are!”? Your values ar on display throughout your coaching discussions and particularly in Step One of the Coaching Model – Be supportive. Note it doesn’t say Do Supportive. Support is an inside job, an inner decision, about how you want to relate to others and the values you will attempt to live in your relationship with others.

Partnering with, versus managing and controlling those you coach, is based on two different value sets. Partnering is predicated on a basic value of helping other achieve their goals. Without a partnering/helping core value, focusing only on supportive words and actions results in shallow words with no heart felt meaning or motivation and disingenuousness.

Which of these two coaches would you like to work with? One who had excellent technique, a real smooth communicator who valued control and acquiring their way; or the other who lacked good technique but had a fundamental belief in others, and a desire to help them achieve their goals?

Fortunately we ar not faced with these black and white distinctions. Effective leaders coaching from a serving value base requires both skills and a vital assessment of how you view your role: a resource or gate keeper; helper or competitor; accelerator or controller; facilitator or salesperson; mentor or boss; teacher or teller?

Before entering into a coaching discussion, ask yourself one simple question: What is my mindset or paradigm, adversary or ally? Your answer to that question will have the most impact in your coaching relationship. Self evident? Then, why in a non-business setting does conventional wisdom make the case that parent-adolescent relationships ar unavoidably adversarial? Why is there such a dark history of labor management relationships? Why do managers have such a unmanageable time with lease go and trusting others to do the right thing? Partnering is predicated on the coach wanting to create an alliance and a helping relationship. This inner decision to live this value will drive the collaborative partnering behavior upon which effective leading coaching and the Eight Step Coaching Model are based.

By Chris Stowell

Article Source: http://ezinearticles.com/?Value-Based-Leadership-Coaching&id=56180

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The Power of the Leadership Training and Leadership Coaching Duo

leadership — Fri, 13 Jan 2012 06:14:35 +0000

School Leadership Training

School Leadership Training

Every leader needs leading training. Right? Have you ever had a boss who didn’t? Every player needs a coach. Right? Have you ever met a sports star without?

In fact, leadership ar in constant need of leadership training. It’s the nature of the beast. To be truly effective to the best of their abilities, leaders mustiness continuously analyze their behavior, seek feedback from those around them and constantly work on up their leadership skills.

Leadership training is one way to gain new cognition and learn new skills. It’s focussed and intense. And the usual training lam from being in the saddle 24/7 is much needed by any and all leaders.

The best types of leadership training admit grappling with real-life situations. The latest and greatest theories are important, but they are no substitute for tackling tough, complex leaders challenges as though one’s life depended on it. Because it does.

Top notch leadership training not only teaches critical skills, but also gives participants the opportunity to practice what they’re learning through role plays and other training techniques. People need to “feel” the trouble and wrestle with the solution to truly learn.

But leadership training is not enough. As Edwin Friedman wrote in A Failure of Nerve: Leadership in the Age of the Quick Fix, “Mature leading begins with the leader’s capacity to take responsibility for his or her own emotional being and destiny.” Understanding one’s emotional being and harnessing it for powerful leading is a process, non a skill.

That’s where leading coaching enters the scene as the powerful partner of leading training. Coaching is an ongoing process that helps leadership build on lessons learned in leadership training and apply them in real life situations.

Behavior is driven by emotion. Yet leadership rarely take time and seek assistance to understand their emotional selves that drive their behavioral selves. It is much easier to attend leadership training workshops, read books about leadership skills and commit to implementing what one has learned. But understanding one’s emotional ego and emotional intelligence is precisely what one mustiness do to move from being a good leader to great leader. Coaches are worth their weight in gold when they help school leaders understand their emotional selves and take responsibility for changing.

In a coaching relationship, the coach helps the coachee understand his or her emotional ego and the ways in which that self drives behavior. One excellent tool that coaches can use to help school leadership understand and improve their emotional selves and intelligence is the EQ-i (Emotional Quotient Inventory). It measures emotional intelligence in the following areas: Intrapersonal, Interpersonal, Stress Management, Adaptability and General Mood. All are critical to being a great leader.

Leadership training combined with ongoing leading coaching is a powerful compounding that helps school leadership become truly great leaders. Through training, leaders hone skills, but most importantly, through coaching they learn to execute the vital plays under pressure.

By J Daniel Hollinger

Article Source: http://ezinearticles.com/?The-Power-of-the-Leadership-Training-and-Leadership-Coaching-Duo&id=5754693

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Youth Leadership Training – 8 Valuable Online Resources For Youth Leadership Training

leadership — Tue, 10 Jan 2012 08:20:03 +0000

Leadership Training Materials

Leadership Training Materials

The right compounding of resources is like a treasure chest to a trainer. This clause highlights eight online jewels that will raise your youth leaders program, and they are just a click away. While some resources ar free, others require a fee. The list includes activities and lessons that can be downloaded, games, books, software, videos, and more.

Practical Money Skills

To support fiscal literacy education, Visa produces classroom resources for grades 7-12. Download a free comprehensive guide for teachers, student activities, or a Power Point presentation. Remember, every leader benefits from knowing how to make, save, and invest money.

Rich Dad

Rich Dad is another excellent resourcefulness to obtain financial literacy materials. In addition to books for kids and teens, Rich Dad has board games.

On Course Newsletter

College instructors share successful teaching techniques in the On Course Newsletter. In each subscription, you receive a feature article, an overview of a lesson along with step-by-step instructions, a list of materials, a summary of the outcome, and lessons learned. Even though the newssheet is geared towards college instructors, the strategies and lessons are equally effective astatine the precollege level.

Trainers Warehouse

Trainers Warehouse is the one-stop-shop for serious trainers and educators. Certificates, software, games, memory aids, books, stoplights, and learning mints are among some of the unique selections. You name it, and Trainers Warehouse has it.

The Wisdom Center

If you ar a youth minister or work with churches, The Wisdom Center is a great resourcefulness to consider. Here, you will find books and videos on leadership and related topics. Many of the materials are geared toward teenagers and young adults.

Discovery School

Discovery School contains a host of resources. One I especially like is the puzzle creation tool. You can develop crossword and word search puzzles. I enjoy using puzzles to introduce leading terms to teens.

JIST Publishing

JIST Publishing offers assessments, books, workbooks, videos, games, and computer resources. The materials ar reasonably priced and geared towards specific groups. For instance, JIST has materials for special needs and adjudicated youth.

Amazon

Amazon has discounts on out-of-print books as well as affordable prices on videos. If you do not already use Amazon, you are missing out.

In short, I have found these resources to be invaluable. They have helped maine to achieve my training objectives, and I believe that they can benefit you too. However, check them out for yourself. You have nothing to lose and everything to gain.

By Stephanie Harbin

Article Source: http://ezinearticles.com/?Youth-Leadership-Training—8-Valuable-Online-Resources-For-Youth-Leadership-Training&id=2171916

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The World’s Best Ditch Digger! An Inspiration For Leadership Training

leadership — Tue, 10 Jan 2012 08:17:51 +0000

Best Leadership Training

Best Leadership Training

I would like to depart from my traditional articles to describe a great leader who was also a great friend. This departure is part selfish, but I welcome an opportunity to describe a person from whom I learned many management and leadership lessons.

In the early 1990′s I met with the proprietor of the Fishel Company so that he and several of his executives from around the country could evaluate a system I had developed for process improvement. The meeting took place in Phoenix because The Fishel Company has a large presence in Arizona.

The Fishel Company has about 30 branch offices around the U.S. with most of its operations focused on either underground or overhead utility construction. The company motto says it all, “The World’s Best Ditch Diggers.” That is what they do – dig ditches and install pipes and cables. As you might expect, the majority of the workers in The Fishel Company are blue collar, hard working outdoor types, or as John Phillips the current company president once described them, “These people are absolutely the salt of the earth! There isn’t one of them you wouldn’t enjoy having as a relative or next-door neighbor.”

The meeting moldiness have gone well, because I received a contract to implement a system of process analysis, teambuilding, leaders training, and process improvement in their many locations around the country. For several years I visited each branch office many times, which enabled me to learn a lot about the company history and some very unique corporate philosophies. It’s about the uniqueness of this company and its proprietor that I would like to describe in this article.

Ken Fishel, who reinforced the company through old fashioned hard work and a commitment to providing the client high quality at a fair price, founded the Fishel Company 66 years ago. Ken’s son-in-law, Jeff Keeler, joined the company in 1976 as part of a field crew. Later he moved to the office as an assistant to the Vice President. The combining of field and office experience enabled Jeff to learn the underground utility construction business from the underground up. Jeff was named president in 1977 and served in that capacity until 1998 when he became Chairman and CEO.

It is about J.F. (Jeff) Keeler, Jr. that I pay tribute. From the moment I first met him and later in dozens of meetings and leadership training workshops that helium attended, I became his fan. He preached a concept called “Fishelosophy,” which distinguished his company form the competition. I had ne’er seen a company like this before. At first I was amazed that “Fishelosophy” actually worked. But I soon realized that it was a unlike way of treating people. And because the people (employees, customers and vendors) were treated differently, they in turn responded in like manner.

Let me give a few examples of “Fishelosophy.” There are no “employees” in the company; they are called Teammates. If you unknowingly use the “employee” word, someone will quickly correct you. It took maine some time to break the “employee” habit; but when I did, it was obvious to my Teammates that I had embraced their passion for teamwork.

Jeff believed in communion company profits. Each quarter eligible, Teammates shared a significant portion of the company’s profits. This sharing of profits helped each person think like an owner, because in effect, each person is. Profit communion checks were typically distributed in meetings that would best be described as a pep rally. I’ll ne’er forget the first one I accompanied in Phoenix; it was an exciting and fun event.

At the meetings Jeff would lead his Teammates in a company cheer! That’s right, I said company cheers. If you had told maine that company cheers were potential in today’s advanced marketplace, I would have disagreed. But with Jeff’s enthusiastic leadership style, it worked exceptionally well. The cheers fostered a camaraderie among his Teammates that is without equal in my 34 years of business experience.

The Fishel Company believes in posters. There ar posters espousing every corporate belief, value and initiative. At meetings, the posters are prominently displayed as a reinforcement of what they stand for. It was common to see half-dozen posters on easels for a leading training workshop.

As I traveled with Jeff and saw him interact with his Teammates, many things impressed me. But one of the most amazing was that helium knew not only the names of his Teammates, but helium also remembered who they were as human beings. This attribute endeared his people with unparalleled loyalty and honesty.

Jeff Keeler lived teamwork, he had vibrant passion for life, he loved competition, he cherished friendships, and helium made life more fun for his family, Teammates, and everyone he met. Unfortunately, Jeff recently passed away, a cancer victim. He may be gone, but I’ll never forget the lessons I learned from the “World’s Best Ditch Digger.” Leadership training makes a difference.

By Richard L Williams

Article Source: http://ezinearticles.com/?The-Worlds-Best-Ditch-Digger!-An-Inspiration-For-Leadership-Training&id=81896

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Hospital Leadership, Strategy, And Culture In The Age of Health Care Reform

leadership — Thu, 29 Dec 2011 05:03:42 +0000

Leadership Strategy

Leadership Strategy

With just eleven months to go before the Value-Based Purchasing component of the Affordable Care Act is scheduled to go into effect, it is an auspicious time to consider how wellness care providers, and hospitals specifically, plan to successfully navigate the adaptative change to come. The delivery of health care is unique, complex, and currently fragmented. Over the past thirty years, no other industry has experienced such a monumental extract of technological advances while astatine the same time functioning within a culture that has slowly and methodically evolved over the past century. The evolutionary pace of wellness care culture is about to be shocked into a mandated reality. One that will inevitably require health care leadership to adopt a new, innovative perspective into the delivery of their services in order to meet the emergent requirements.

First, a bit on the details of the coming changes. The concept of Value-Based Purchasing is that the buyers of health care services (i.e. Medicare, Medicaid, and inevitably following the government’s lead, private insurers) hold the providers of wellness care services accountable for both cost and quality of care. While this may sound practical, pragmatic, and sensible, it effectively shifts the entire reimbursement landscape from diagnosis/procedure driven recompense to one that includes quality measures in five key areas of patient care. To support and drive this unprecedented change, the Department of Health and Human Services (HHS), is also incentivizing the voluntary formation of Accountable Care Organizations to reward providers that, through coordination, collaboration, and communication, cost-effectively deliver optimum patient outcomes throughout the continuum of the wellness care delivery system.

The proposed reimbursement system would hold providers accountable for both cost and quality of care from three years prior(a) to infirmary admittance to ninety days post hospital discharge. To get an idea of the complexness of variables, in terms of patient handoffs to the next responsible company in the continuum of care, I process mapped a patient entering a hospital for a operative procedure. It is non untypical for a patient to be tested, diagnosed, nursed, supported, and cared for by as many as thirty individual, functional units both within and outside of the hospital. Units that function and communicate both internally and externally with teams of professionals focussed on optimizing care. With each handoff and with each individual in each team or unit, variables of care and communication are introduced to the system.

Historically, quality systems from other industries (i.e. Six Sigma, Total Quality Management) have focussed on wringing out the potential for variability within their value creation process. The fewer variables that can affect consistency, the greater the quality of outcomes. While this approach has proved effective in fabrication industries, wellness care presents a collection of challenges that go well beyond such controlled environments. Health care also introduces the single most unpredictable variable of them all; each individual patient.

Another critical factor that cannot be neglected is the highly aerated emotional landscape in which wellness care is delivered. The implications of failure go well beyond missing a quarterly sales quota or a monthly shipping target, and clinicians carry this heavy, emotional burden of responsibility with them, day-in and day-out. Add to this the inveterate nursing shortage (which has been exacerbated by layoffs during the recession), the anxiety that comes with the ambiguity of unprecedented change, the layering of one new technology over another (which creates more information and the need for more monitoring), and an industry culture that has deep roots in a bygone era and the challenge before us comes into greater focus.

Which brings us to the question; what approach should leaders adopt in order to successfully transmigrate the delivery system through the inflection point where quality of care and cost containment intersect? How will this collection of independent contractors and institutions coordinate care and meet the new quality prosody proposed by HHS? The fact of the matter is, health care is the most human of our national industries and reforming it to meet the shifting demographic needs and economical constraints of our society may prompt leadership to revisit how they choose to engage and integrate the human element within the system.

In contemplating this approach, a canvasing of the peer-reviewed research into both quality of care and cost containment issues points to a potential solution; the cultivation of emotional intelligence in health care workers. After reviewing more than three dozen published studies, all of which confirmed the positive impact cultivating emotional intelligence has in clinical settings, I believe contemplating this approach warrants further exploration.

Emotional intelligence is a skill as much as an attribute. It is comprised by a set of competencies in Self-Awareness, Self Management, Social Awareness, and Relationship Management, all leading to Self Mastery. Fortunately, these are skills that can be developed and enhanced over the course of one’s lifetime.

Keeping the number of handoffs and individuals involved in delivering the continuum of care, let’s examine how emotional intelligence factors into the proposed quality measures the Department of Health and Human Services will be using come October, 2012:

1.) Patient/Caregiver Experience of Care – This factor really comes down to a patient’s perception of care. Perceptions of care are heavily shaded by emotions. Patients systematically rate less skilled surgeons that have a greater bedside manner as better than master surgeons that lack, or choose not to display, these softer skills. Additional research into why people sue over malpractice also indicates how perceptions of care ar formed. People don’t sue over a medical mistake in and of itself. People sue because of how they felt they were treated after the error occurred. From the patient’s perspective (and often their family’s) there’s a difference ‘tween being cured and being healed. The difference often can be found in the expression of authentic empathy through healthy, professional boundaries.

This is a key driver in patient decision-making as well. Patients tend to choose a hospital based upon one or two criteria; the recommendation of their primary care physician (with whom they have an established relationship) and/or upon the recommendations from family members or friends that have experienced care in a particular infirmary or an individual surgeon. A quick look into the field of Applied Behavioral Economics supports this finding. Economic decision making is 70% emotionally driven with the remaining 30% based in rational thought. In many instances, it would appear that a lot of hospital merchandising initiatives don’t seem to reflect an understanding of this phenomena. Waiting room times in Emergency Rooms have little to do with why patients choose a hospital, yet we see billboards everyplace that have the actual E.R. wait times electronically flash on the roadside.

A patient’s experience (and perception) of care can be highly impacted astatine the handoff points within the continuum of care. Any new model of care will require exceptional cross-organizational communications to emerge. This requires a high level of engagement and commitment to the new vision at every patient touch-point.

This metric also addresses the caregivers’ experience of care. This speaks mostly to the experience of nurses that ar delivering that care. The research related to the impact of cultivating emotional intelligence in nurses clearly demonstrates a reduction in stress, improved communicating skills, improved leaders and retention, the power to quickly connect and engage patients, as well as a reduction in nurse burnout (which leads to turnover and additional stress amongst the remaining staff).

2.) Care Co-ordination – Again, this will require optimum engagement and pro-active communication intra-organizationally and cross-organizationally. Each handoff introduces opportunities for variable care to emerge that mustiness be seamlessly co-ordinated. Poor co-ordination also introduces the risk of eroding the quality of the patient’s experience.

3.) Patient Safety – Research shows that the cultivation of emotional intelligence competencies in nursing contributes to positive patient outcomes, lowers the risk of adverse events, lowers costs astatine discharge, and reduces medication errors, all while lowering nurse stress, burnout, and turnover. Each time a nurse resigns it adds to the nursing shortage on the floor, requires extra hours from other nurses, and costs the hospital approximately $64,000, on average, to backfill the open position. Improving how an institution cares for its nurses improves the level of patient care and safety as well. In many institutions, this will require a shift in leadership’s perspective in order to support a culture that embraces and values the critical role nurses play in maintaining patient safety.

4.) Preventive Health – Elevating Self-Awareness and Social Awareness in clinicians helps them quickly connect and efficaciously communicate with patients. Subtle, non-verbal cues become more promptly apparent, serving clinicians understand the fears and emotions of their patients. Self Management and Relationship Management helps clinicians communicate appropriately and supports the expression of authentic empathy through healthy, professional boundaries. All of these factors come into play when speaking with patients about lifestyle choices, course of treatment, and preventive health care.

From our own personal lives we’ve all learned we cannot “fix” other peoples’ behaviors. We can, however, be in relationship and help support healthy changes they’re ready to embrace. Pro-actively moving to improve preventive health will require deeper, more authentic relationships to emerge between front-line wellness care providers and patients.

5.) At-Risk Population/Frail Elderly Health – Like preventive health, being measured on the care of the community’s at-risk population and elderly will require an innovative approach to community outreach and pro-active communication. These are not populations that can be easily reached via Facebook or Twitter. Building effective relationships with these demographics will require trustful, human contact and deep engagement with each population, both of which ar supported through the development of a aware approach (i.e. emotionally intelligent) to the challenges astatine hand.

It will be interesting to see how reform unfolds and how leaders within the health care delivery system chooses to respond to the challenges that lie ahead. Systems and hospitals that choose to take an honest, evidence-based look astatine how they choose to lead, how they create and execute strategy, and the organizational culture they’re cultivating will be well served in preparing to successfully navigate this unprecedented change.

By Terry Murray

Article Source: http://ezinearticles.com/?Hospital-Leadership,-Strategy,-And-Culture-In-The-Age-of-Health-Care-Reform&id=6721367

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Types of Leadership Styles in Business

leadership — Thu, 29 Dec 2011 05:01:40 +0000

Business Leadership Styles

Business Leadership Styles

Leadership Styles

Traditionally the following leaders styles have been the most popular:

Dictator Leadership – In this leading style the leader has absolute power and authority over their subordinates. The subordinates receive orders from the leader and they carry them out as instructed. The leader does non allow subordinates to participate in decision making. This is the leaders style that the leader uses fear and threats in order to get the job done. Similar with the autocratic style of leading the leader also makes all the decisions.

Autocratic Leadership – It has been shown that this leadership style ar likely to become dictators. Also under the autocratic leaders style all decision making powers are centralised to the leader. They do not entertain any thought from subordinates and do non listen to any suggestions or initiatives from them. Autocratic leading provides strong motivation to the leader and this is shown to be true as it has been successful in the past. It is effective as it permits quick decision-making as only the one person needs to decide for the whole group and this individual keeps decisions to themselves until they feel the rest of the group need to know what they are. Autocratic leadership do non trust anyone.

Democratic Leadership – Participative or popular leaders style favours group decision making as shown that the leader only gives instruction after consulting the group. The leader can earn the cooperation of the group by doing this and therefore can motivate followers effectively and positively. The decisions arise from consultation and participation within the group members first so the decision making is non unilateral such as the autocratic style. When democratic leaders ar present in the workplace the leading style produces a work environment that employees can feel slaked with the environment of the workplace. Subordinates feel that their opinion counts because of the shared communication and because of that feeling they can become more attached to achieving the goals and objectives of the organization.

Laissez Faire or Free Rein Leadership – A free rein leader allows maximum exemption to subordinates, by leaving the group entirely to itself and does non lead them every step of the way but rather motivates them by trusting the individuals to do things themselves. Subordinates ar given a freehanded in deciding their own policies and methods. Free rein leading is considered better than the authoritarian style but non as effective as the popular style.

Research on the behavior of individuals with leaders is moving in many new directions and new lines of inquiry are opening up in an attempt to construct the leadership model. The following contemporary perspectives are only a few of the legion(p) inquiries into the new leaders models.

Transactional leading is the traditional management function of leading. Transactional leadership in essence do what managers do: they clarify the role of employees, initiate structures and reward or penalize individuals for the team’s performance. One individual is given the chance to lead the group and that group agrees to follow his lead in order to accomplish a preset goal in exchange for something worthwhile. The leader is given the power to evaluate, correct and train the employees when productiveness is not astatine the appropriate level and they are able to reward effectiveness and efficiency when the outcome expected is reached.

Over the recent years a particular interest in transformational and charismatic leaders has been taken by I/O psychologists because in the past individuals have ignored the importance of the leader as a communicator. The following two leadership styles inspire following through their words, ideas and behaviors.

The expression “transformational” is used because change and adaptation to change ar the forerunners of a successful modern organization. The transformational leader is a person whom has a definite vision of the organization in the future and of what they want to achieve and transform followers’ beliefs, values and needs. The transformational leader seeks to accomplish their goals by making workers or followers feelings more aware of the importance of want they ar trying to do, convincing them to put the organizations or teams needs ahead of their own self-accomplishments and to appeal to their achievement and mastery needs.

Charismatic leading has a dependency more on the actual force of the leader’s personality as to the appeal of the leader’s vision. Charismatic leaders have the ability to put all their trust in others, are capable to take personal risks and ar sensitive to other people’s needs. They also have the power to make individuals overcome lack of personal belief and do more than what is normally expected of them; they motivate subordinates to transcend their expected performance.

By Christopher Kimberley

Article Source: http://ezinearticles.com/?Types-of-Leadership-Styles-in-Business&id=5478108

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Franklin Covey Leadership

leadership — Tue, 25 Oct 2011 07:24:59 +0000

Franklin Covey Leadership

Franklin Covey Leadership

In our last clause I talked about the comparison between the personality and character ethic. This time I’d like to look astatine what I will refer to as primary and secondary traits of greatness.

I was suddenly able to see the powerful impact of the personality ethic and to clearly understand those subtle, often consciously unidentified discrepancies between what I knew to be true and the quick fix philosophies that surrounded us every day.

I understood at a deeper level why, as I had worked through the years with people from all walks of life, I had found that the things I was communion as a advisor with Franklin Covey and knew to be effective were often astatine variance with these popular voices.

I am non suggesting that elements of the personality ethic – personality growth, communication skill training, and education in the field of influence strategies and positive thinking – ar non beneficial, in fact sometimes essential for success. I believe they are. But these are secondary, non primary traits.

To focus on technique is like cramming your way through school. You sometimes get by, perhaps even get good grades, but if you don’t pay the price day in and day out, you never achieve true mastery of the subjects you study or develop an educated mind.

Many people in leaders roles with secondary greatness — that is, social recognition for their talents — lack primary greatness or good in their character. Sooner or later, you’ll see this in every long-term relationship they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through an identity crisis. It is character that communicates most eloquently.

Stephen Covey, in his groundbreaking book The 7 Habits of Highly Effective People refers to Emerson , “What you ar shouts so loudly in my ears that I cannot hear what you say.” There are, of course, situations where people have character strength but they lack communicating skills, and that undoubtedly affects the quality of relationships as well. But the effects ar still secondary.

In the last analysis, what we are communicates far more articulately than anything we say or do. We all know it. There are people we trust absolutely because we know their character. Whether they’re eloquent or not, whether they have the human relations techniques or not, we trust them, and we work successfully with them.

So, be aware of the both primary and secondary traits of greatness and the relationship betwixt the two.

All the best,
John Meredith
The Learning Center – A UK partner of Franklin Covey

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Leadership Simulation

leadership — Tue, 25 Oct 2011 07:23:37 +0000

Leadership Simulation

Leadership Simulation

Imagine for a moment you are standing by the side of your house and doing some work on it. Your Neighbor Bob comes over to see how you ar doing. As Bob approaches you say: “Hi Bob, can you do maine a favor?” “Sure” Bob replies. “Can you hand me that hammer in the toolbox?” You ask. Bob reaches down and pulls out a small jeweler’s screwdriver, the kind jewelers use to repair a watch and hands it to you. “Bob,” you say, I asked you for a hammer. Bob replies, “This is a hammer!”

Welcome to the world of leaders studies where, by some counts, there are over 300 unlike definitions of leadership. Sound confusing? It is. Imagine a toolbox filled with 300 unlike tools all tagged “hammer”. How can this be? Because leaders may be one of the most powerful and overwhelming words in our lexicon and is used categorise every human interaction, deed, assertive thought or business function when in fact it may very well be something else. Why is that? Leadership scholar John Gardner said it best “Leadership is such a gripping subject that once it is given center stage it draws attention away from everything else.”

The simple fact remains that if we have no clarity about the nature or purpose of leadership, then how can we choose to use the capability leading provides? How many times do we hear in the news that what this country needs, what this industry needs, what this company needs is strong leadership? But what does strong leading really mean? Are we speaking about Power as authority; command and control; elaborate management; strength of character; take charge persona or a collaborative movement for change? Moreover, which of these ideas ar we willing to accept as the kind of solution to our most challenging issues?

If you were to choose power or authority, my advice is, be careful. There ar different types of power and as the patriarch of leaders thought in America James MacGregor Burns writes in his 1978 intellectual megahit LEADERSHIP “power wielding is never leadership.” Power wielding is when someone acts primarily with self-interest in mind whether or non the purposes of the followers ar realized writes Burns. We have witnessed this notion of power as a select few on Wall Street suffered the disdain of the world having crossed the line betwixt sensible risk taking to narcissistic self-interest, power wielders short and simple.

Yet power is an essential part of leadership. Power is a relationship, writes Burns, and perhaps its more relevant state is better described in the idea of an enhanced or shared referent power. Dorwin Cartwright and Alvin Zander describe referent power as when one person wishes to establish or maintain a satisfying ego shaping relationship where the reward to the person in these instances is not so much a matter of gaining social recognition or pecuniary rewards as of establishing his self-identity and confirming the notion of the sort of person helium or she sees himself or herself to be. From this author’s perspective an enhanced or shared referent power is when each person in a transformational leadership relationship establish and maintain non only a ego shaping relationship but a relationship with each member where they themselves become transformed by their united actions.

One of the most notable shifts in the idea and concept of leading in the 21st century is a significant movement towards leading as an influence relationship where divers(a) groups of people exert a collaborative force to make significant change. Consider the words of Harvard Professor and former Medtronic CEO Bill George, “their approach to leadership is entirely unlike … They don’t care about position, power or position or organisational hierarchy, or even having followers. Instead, they are brilliant networkers who find collaborators to create opportunities and businesses. They are on line 24/7 always networking, always in touch.” For these emerging super-networkers leadership becomes an interlocking network of relationships where people work together to make significant change. For them–leadership is what people do together!

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