Showcase 6 styles

Showcase

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Leadership Styles

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Konsensus Leadership Coaching & Development

www.konsensuslcd.com © Helena Demuynck

Objectives• Insight into the theory behind the six leadership styles• Deeper insight into own leadership style via feedback from col-

leagues• Training in dealing with leadership problem issues via conscious

application of a particular style of leadership• Exercises in adapting leadership style to suit the particular

context, the current challenges and the strategy of the organization

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Objectives

• A personal profile and a personal development plan for participants leadership style• A scalable way to provide the team with a shared language and a

shared awareness about leadership as a discipline• Insight into how leadership can be used to generate both personal

results and a positive effect on the bottom line



Your leadership style in action

Inspiration: Daniel Goleman et al

The visionary leadership style

Come with me!

The affiliative leadership style

People come first

The democratic leadership style

What do you think?

The pacesetting leadership style

Do as I do. Now!

The coaching leadership style

Let’s try it…

The commanding leadership style

Do as I say!



Your leadership style in effectiveness

Inspiration: Daniel Goleman et al

The visionary leadership style

Vitalises hope and vision to people

The affiliative leadership style

Creates harmony and builds emotional

bonds

The democratic leadership style

Forges agreement through involvement

The pacesetting leadership style

Sets high standards for performance

The coaching leadership style

Develops people for the demands of the

future

The commanding leadership style

Demands immediate compliance



Impact of Leadership on organizational climate

Relationship between leader and employee

External and internal service

Economic result

Organizational climate

50-70%

20-30%50-90%

Source: Goleman, D: Primal Leadership

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Definition of climate**Goleman, D: Leadership that gets results, HBR

Over

all c

limat

e

Clarity About direction and values

Standards Of the employees

Flexibility Freedom to be innovative

Responsibility To the organization

Rewards Feedback on performance

Engagement To a common purpose

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Or:Clarity Team are clear about where the organization is going and what their contribution is Standards There is a continuous emphasis on improvement and excellence Flexibility There are no unnecessary rules and procedures and good ideas are acted upon Responsibility Team are empowered to get on with their job and held accountable for it Rewards Team receive appropriate recognition for their level of contribution EngagementThere is pride and trust in the organization



Correlation between leadership and the organizational climate

Visionary leadership style

Positive0,54

Affiliative leadership style

Positive0,46

Democratic leadership style

Positive0,43

Pacesetting leadership style

Negative-0,25

Coaching leadership style

Positive0,42

Commanding leadership style

Negative-0,26



Correlation between leadership and the organizational climate

Commanding Visionary Affiliative Democratic Pacesetting Coaching

Flexibility -.28 .32 .27 .28 -.07 .17

Responsibility -.37 .21 .16 .23 .04 .08

Standards .02 .38 .31 .22 -.27 .39

Rewards -.18 .54 .48 .42 -.29 .43

Clarity -.11 .44 .37 .35 -.28 .38

Engagement -.13 .35 .34 .26 -.20 .27

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6styles Simulation Tool

• A simulation tool that challenges the leadership preferences and skills of participants through a series of carefully designed problem scenarios. • Intended for both new and more experienced managers, and can be set up to

match the specific leadership challenges that different groups of participants have to deal with, as well as their positions within the organization.• In a dynamic process of experimenting with know-how, roles, needs and

qualifications, participants have to take decisions that shed light on their leadership style and management skills. • The practical work is combined with theoretical instruction about different

leadership styles – and the intended end result is a coherent personal leadership style, along with a development plan for each participant.

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6styles Simulation Tool - Impact

• The game technology provides those taking part with clear insight into the strengths and weaknesses of their leadership style. 6styles introduces new leadership styles and focuses on providing participants with the skills required to appreciate and interpret the practical consequences of applying different approaches to management.

• Helps develop the management skills open to each participant, and boosts their awareness of the principal styles of leadership in place at their organization – and of the benefits and drawbacks of each style.

• Based on sources that include Daniel Goleman’s theory concerning the six fundamental styles of leadership and their underlying emotional competences.

• A unique reflection game that clearly highlights the skills, strengths, weaknesses and general approaches that distinguish the individual leadership style of each participant.

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Cases overview – The new leaderOBJECTIVE:• What are the typical challenges for a new leader?• What are the critical choices and considerations you go through?• Being able to lead a team• Coping with pressures in the role as a middle manager• The parallel management levels• Managing your own development

TARGET GROUP:• Newly appointed managers or managers with limited experience• Talents with leadership potential• Senior leaders who lead new leaders

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Cases overview – The conflictOBJECTIVE:• What are typical challenges for a middle manager on a construction site?• “When usual is different” – Managing employees from different work cultures• To build support and outcomes for the project• To handle conflict among employees• Dealing with resistance from stakeholders

TARGET GROUP:• Project managers• Leaders who lead project managers• Talents with project manager potential• Companies in the construction industry

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Cases overview – The crisisOBJECTIVE:• What are typical challenges when a department is being closed down• How does a middle manager manage that the department has threatened its existence• How to ensure its employees’ future in the organization when the department is threatened with

closure?• How to create high morale when the department is in headwind?• How do you handle that your own position is threatened?• Dealing with layoffs

TARGET GROUP:• Middle managers• Talents to middle management• Leaders of middle managers

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Cases overview – Customer focusOBJECTIVE:• What are typical challenges for a middle manager?• Introduction of a new growth strategy• Being able to lead a team• Coping with pressures in the role as a middle manager• Dealing with management in a targeted culture• Handling of compromise between development, professionalism, quality and sales

TARGET GROUP:• Newly appointed managers or managers with limited experience• Talents with leadership potential• Middle managers in a broad perspective

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Cases overview – TurbulenceOBJECTIVE:• Leadership through change• From self-management to management when employees must turn

to new structures• Strategic planning• Change management

TARGET GROUP:• Leaders in change

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Explore the strategy and challenges of leadership Program Proposal

TAKE OFF• Welcome• Introductions• Workshop Objectives

BUILDING BLOCK 1 - Leadership styles• Introduction to Emotional Intelligence• My own preferred leadership style• Exploring alternative styles

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Explore the strategy and challenges of leadership

BUILDING BLOCK 2 - Leadership styles• Interaction with different styles

• Exercises – Tips – Tools • Effectiveness of styles

BUILDING BLOCK 3 - Leadership styles• Case-Based Simulation

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Explore the strategy and challenges of leadership

BUILDING BLOCK 4 - Practices• Exercises• Reflection• Personal action plan

WRAP-UP & ACTION PLANNING

Inspiration sources: Daniel Coleman – 6-stylesDaniel Coleman – Emotional Intelligence

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• Inspiring learning moments• Practical and pragmatically, focused on participants’ own

working situation• Understanding of dynamics in leadership interaction

Results

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Core oxygen4leadership Team

Helena DemuynckFounding Partner

Certified Executive CoachSystemic Team Coach

Nicolas Joos de ter BeerstBusiness Partner

Business DevelopmentProject Coordination

Leadership & Management

Showcase 6 styles