StyleLeadership style is the basic approach of an organization, team or individual to setting direction and getting people to follow it.
A leader who views their team much like a family whereby they help members to grow and reach their potential. This can result in an extensive professional network of loyal allies over time.
A leader who orchestrates social processes as opposed to dictating a direction.
A leader who gives individuals freedom to achieve a set of goals as they see fit. This suits creative processes. A laissez-faire leader serves as a role model or mentor and leads by example.
A leader who is only concerned with themselves. For example, a leader who is willing to follow irrational strategies that damage an organization if it enhances their own position. Narcissistic leaders have poor relationships with almost everyone and are in a constant state of conflict. They gain influence by developing a reputation for being "tough."
The opposite of narcissistic leadership. Leaders with an abundance mentality believe that most situations are win-win. For example, the belief that if a leader does what is good for the organization and their team they will reap rewards. Focuses on results over political battle. Tends to sideline people who are negative, dramatic or unproductive.
StrategyStrategy is a plan for the future. If leaders get people moving in the same direction, strategy serves as the direction.
Identifying the forces that shape strategy such as customers, competition, technology and regulations.
The process of developing a strategy.
Developing a set of goals.
Prioritizing strategies to recognize constraints such as time, budget and feasibility.
Convincing people using your credibility or authority.
Appealing to emotions.
The art of making information interesting and memorable.
Crafting information to influence ideas, emotions and reactions. For example, a pitch for a business case designed to generate excitement and optimism in your audience.
Structuring choices to influence results.
Using gentle suggestions to influence.
Directly requesting action with a concise command. For example, "give him a call tonight" or "get this fixed."
Finding a positive way to convey criticism.
Using questions as a tool of influence.
Building trust and goodwill in order to build up influence that can be spent when you need it.
Giving people the sense that they are part of something that's big, important and positive.
The tendency for people to want to live up to positive views people have of them. People will tend to perform well when you recognize their talents, ambitions and unique contributions.
Giving people a sense of purpose, relatedness, challenge and creative freedom in the hopes that they will feel intrinsically motivated to do well.
Structuring things to be win-win so that people feel they will be rewarded if they do well.
Setting clear expectations for work including requirements, objectives, schedule and quality expectations.
ExecutionLeadership practices that ensure that strategies are implemented.
Regularly evaluate performance based on the expectations that were communicated. Quickly and candidly communicate low performance to give people a chance to improve.
Leaders are typically expected to know what is happening in their industry, organization and amongst customers.
|Overview: Elements Of Leadership
The practice of getting groups of people moving in the same direction towards common goals.