LEADERSHIP STYLES There are multiple Leadership Styles.

The key styles include: Leadership Style Transformative Key Characteristics True leader who inspires team with shared vision Uses delegation & participation to engage team & has technical support staff so that focus is on communicating & people management Style most encouraged by Leadership programs Transactional

Focus is on getting staff to do what they are paid for (employment is a transaction) Reward & punishment is used to ensure compliance to leaders directions/expectations (authoritarian) May have short-term benefits in high output demand roles but long-term cost is high Low job satisfaction, high absenteeism & staff turnover Mostly transformative leadership but can switch between different leadership styles depending on context requirements Good situational leaders communicate this switch & reason for/time limits for the switch to team members Extreme form of transactional leadership My way or the highway team members have little opportunity for decisionmaking High absenteeism or employee turnover May be appropriate in critical situations or where absolute power outweighs high cost

Situational

Authoritarian/Autocratic

Bureaucratic

By the book leadership If it isnt a protocol, it isnt practiced Useful for work requiring precise outputs Limits team members capacity for innovation, enterprise and buy-in (unless they like the type of work that is clearly directive)

Charismatic

Leader is highly enthusiastic and motivates others with energy May be perceived as only source of motivation or inspiration in the team Team members may feel that without their leader they cannot complete important projects Invites team members to contribute to decision making, although may make final decision Very useful in situations where team cohesion is important & job sharing a focus Change may be slower with participative process but buy-in and outcome likely to be greater Useful when quality is better than output quantity

Democratic/Participative

Popularist / Laissez-faire

Leaders leave team members to get on with their work: leave it be Useful when team members are highly skilled and proficient, but if feedback on output and achievements (or difficulties) are not provided, lowered engagement or entrenched poor behaviour may result Popularist leaders are often promoted from within and may leave it be to not upset ex-peers/friends Lack of continual direction or clarity often results

Task-orientated

Very task and output focussed Clearly provides targets, timelines, technical support & advice but little focus on team members as individuals requiring support Like authoritarian leadership, can lead to increased absenteeism & staff turnover because of lack of staff engagement The opposite of task-orientated The focus is truly on people management rather Leadership is achieved because person meets the needs of other team members: often not a formal team leader Often occurs when team undertakes a project and a team member arises as the project leader by value of skills/knowledge/enthusiasm Useful in many situations, but individual may still be overlooked to become formal leader and this may result in that persons disengagement or disgruntlement for person

People/relations orientated Servant

What leadership type are you most often?

Leadership behaviour can be either effective or ineffective. EFFECTIVE INEFFECTIVE

1. Directing Gives people clear directions when they are new or inexperienced. Provides explanations and honest feedback to others. Gives people the information they need to do their jobs. 2. Problem Solving Identifies problems Clarifies goals Suggests alternatives Chooses the best solution Monitors implementation Seeks input from others Listens to peoples concerns 3. Developing Assists members of the group when they need support. Provides information or opinions but supports others to develop solutions. Encourages others to assume responsibility. 4. Delegating Empowers members of the group to make decisions and take action in areas where they have expertise. 1

Dominating Taking control when it is unnecessary, interrupting the efforts of others, and overriding other peoples ideas.

Over-involving Meets for the sake of meeting, Discusses issues but does not listen, Involves people but produces no action.

Over-accommodating Tries to be liked by everyone and to keep everyone happy. Agrees with anything and bends over backwards to be supportive, even when the requests are inappropriate or do not make sense.

Abandoning Blamed for dumping responsibilities if members lack the knowledge or ability to complete delegated projects themselves. Members become frustrated by the lack of support and ambiguity.

LEADERSHIP - INTERPERSONAL RELATIONSHIP Do unto others as you would do them to you

Isadore Sharp Founder, Chairman and Chief Executive Officer "We demonstrate our beliefs most meaningfully in the way we treat each other and by the example we set for one another. In all our interactions with our guests, customers, business associates and colleagues, we seek to deal with others as we would have them deal with us." Treat Others with Respect Empathise Honesty & Integrity Goals of business should be your goals Analyse situation and take decision clearly Objective and Business outcomes prevail when taking decisions Open Communication Share workload Privately reprimand but publicly appreciate Plan for future Deal with poor performance Empower Challenge constantly Quick decisions

Management organisation of processes and people, is about doing things right, arranging and telling Leadership inspiring people to do better, is about doing the right things, nurturing TEAM LEADERSHIP High tolerance to uncertainity Open to new ideas Able to see others viewpoints Able to think WIN WIN Focus on outcomes and results and not TASKS Right people in the right seat in the Bus iness Identify& develop team member talents Reward Vs Reprimand Teach and Coach Empower