LEADERSHIP THAT GETS RESULTS

ABOUT THE ARTICLE : The financial results of any organization are influenced by the organizational climate and this in turn is greatly influenced by the leadership style. The leadership styles are derived from the different emotional intelligence competencies. The article describes the various leadership styles and outlines the styles adopted by the best leaders.

THE PARTICIPANTS WILL LEARN: THE SIX LEADERSHIP STLYES AND HOW IT AFFECTS THE ORGANIZATIONAL CULTURE. THE LEADERSHIP STYLE BEING PRACTICED AND WHAT STYLES NEED TO BE ADOPTED.

FACTORS INFLUENCING THE WORKING ENVOIRNMENT Flexibility-How free one feels to innovate without hindrance Responsibility -How one feel responsible to the organization Standard-Performance standard one set with a sense of accuracy about performance feedback Reward-Performance feedback and aptness of reward. Clarity -Making the people clarify mission and values continuously Commitment-Displays the high level of commitment to the vision

Six Basic leadership styles The coercive style: “Do what I tell you”. The authoritarian style: “come with me” The affiliative style:“people comes first” The democratic style:“what do you next?” The pacesetting style:“do as I do,now” The coaching style:“try me”

The Coercive Style: Do what I say!” Effective in: –Turnarounds –Natural Disasters –Working with problem employees In most situations –Inhibits organizational flexibility –Dampens employee motivation Case study: Leader created a resign of terror. For taking tough decision he had to bully and demean the executives. People stopped communicating for fear of blame Resulted in low morale

Authoritarian Style: “Follow me” “State the overall goal and give people their own means of achieving it.” Is a visionary –Works when organization is adrift –Doesn’t work when working with a team of experts who are more experienced Case study: Leader made a clear vision and worked with the same at strategic level Ensured that the vision is understood by all and that they were the key drivers for the company’s success. Lifted all aspects of the climate when the business was adrift

Affiliative Style: People come first Useful for building team harmony or increasing morale However focus on praise can lead to poor performance –Little advice can leave people confused –Hard to make tough decisions with friends Case study: Leader created a bond by tending the emotion of the player by acknowledging their commitment Advised his intention that he values the players which help in developing loyalty from the players.

Democratic Style “By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility – generating new ideas. Can lead to excessive meetings and confused employees who feel leaderless.” Forges consensus through participation and uses the phrase “what do you next?” Spend time getting people’s ideas and buy-in, builds trust, respect and commitment. Keeps morale high thus getting results.

The Pacesetting Style Creates high standards for performance with a phrase “do as I do,now” The leader is obsessive about doing things better and faster. Other employees can feel overwhelmed by and resentful for their demands for excellence.” As the target set is high standard and exemplified by the leader, people feel leader don’t trust them which inhibit the innovation. There is hardly any feedback and whenever fall short of expectation the leader jumps to take up the job.

The Coaching Style “Focuses more on personal development than on immediate work-related tasks.” –Works best when employees are aware of their weaknesses and want to improve. –Not when they are resistant to change. –Climate and performance is markedly positive. –Employees feel free to experiment as the employees are sure to get a quick and constructive feedback

The most effective leaders master four of the styles Especially –Authoritative –Democratic –Affiliative –Coaching And can switch easily from one style to the next

Develop your own leadership style Be the best version of who you are –Inspire the same in others Listen – Use others’ ideas Use a combination of styles Practice every day

TO CREATE THE BEST CLIMATE LEADERS MUST MASTER THE AUTHORITATIVE, DECOMCRATIC, AFFILLATIVE AND COACHING STYLIES. LEADER MUST BE ABLE TO SWITCH AMONG THE LEADERSHIP STYLE AS NEEDED. LEADERS MUST BE SENSITIVE TO THE EFFECT AND IMPACT THE VARIOUS STYLES IS HAVING ON PEOPLE AND IS ABLE TO SEAMLESSLY ADJUST THEIR STYLE TO GET THE BEST RESULT. LEADER WITH ONE STYLE CAN FORM A TEAM WITH DIFFERENT STYLE TO GET THE RESULT. LEADERS MUST FIRST UNDERSTAND WHICH EMOTIONAL INTEELIGENCE COMPETENCIES UNDERLIE THE STYLES THEY ARE LACKING AND THEN WORK TO IMPROVE THE SAME. LEARNINGS

The Coercive Style: Do what I say!” Effective in: –Turnarounds –Natural Disasters –Working with problem employees In most situations –Inhibits organizational flexibility –Dampens employee motivation Case study: Leader made a clear vision and worked with the same at strategic level Ensured that the vision is understood by all and that they were the key drivers for the company’s success.Lifted all aspects of the climate when the business

The Coaching Style “Focuses more on personal development than on immediate work-related tasks.” –Works best when employees are aware of their weaknesses and want to improve. –Not when they are resistant to change.

The Pacesetting Style “A leader who sets high standards and exemplifies them can have a positive effect on the self-motivated and highly competent.” “Other employees can feel overwhelmed by and resentful for their demands for excellence.”