Maximizers, like Activators, want to get things done, but they also want to preserve the good that exists within an organization.
Any one of these leadership styles left on their own without compensating forces will unravel. Much has been written about ‘leadership style’ over a great many years and I have contributed my own thoughts on the subject through articles and speeches many times. Adaptability is certainly the greatest ability that a leader needs to be successful and I saw a great tweet the other day from one of my own training team at MTD. My only concern with Situational Leadership is that it assumes the ‘leader’ is always already competent in the task to be achieved.
A good study on the subject of leadership style is Daniel Goleman’s Leadership That Gets Results, a landmark 2000 Harvard Business Review study. His research calculated that leadership style was responsible for 30% of bottom-line profit! This pacesetting style works best with already motivated and skilled teams, and quick wins are required. The coaching style is for when the leader wants to help team members ‘grow’ in terms of personal development.
This leadership style is required and affective during times of business, political or environmental crisis or disaster. The democratic style is effective when problem solving or the leader needs the team to take ownership of a key decision, plan, or goal.
The biggest challenge we face as leaders is when to use the right leadership style and for how long? I haven’t mentioned one of my favourite leadership styles so far and I will finish on it as it encompasses them all – Authenticity! For me authenticity is about ‘who you are as a person?’ for example, your attitudes, morals and beliefs. A little about Business BanterBusiness Banter empowers Startups, SME's & Entrepreneurs with the inspiration and motivation to make the right business choices. Built by business experts, for the business community, shared with the people in order to help the community make better business choices. Following the flow of the cycle, the learning style in upper right quadrant Kolb labelled the diverger. The converger in the lower left quadrant has the learning style that prefers to apply rules and to test them. Most definitions of the entrepreneur also stress the ability to organise and combine as the key distinguishing features. Complete the Management styles questionnaire, noting your score on each of the five styles. Like all tests of this kind, do not look for 100 per cent accuracy or a picture of yourself that is set in stone. Taking your scores on Activity 7 and your own reflections into account, where would you place yourself on the leadership grid?
Considering the needs of the firm that will launch your entrepreneurial idea, where do you feel you should be on the grid?
Entrepreneurs may well be able to identify crucial skills and tasks more accurately than other small business managers.


This should help you identify both your own capacity for team working as well as areas in which you need to develop or delegate. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Clipping is a handy way to collect and organize the most important slides from a presentation.
SELECT and INSTITUTIONAL PLUS MEMBERS and NONMEMBERSSelect an unlocked chapter to read a sample. For photocopy, electronic and online access, and republication requests, go to the Copyright Clearance Center. Subscribe to ASCD Express, our twice-monthly e-mail newsletter, to have practical, actionable strategies and information delivered to your e-mail inbox twice a month. MISSION: ASCD is a global community dedicated to excellence in learning, teaching, and leading. Every leader has their own unique voice and their own individual approach to people and projects. Not because it makes us feel all warm and fuzzy inside (In fact, the very best teams have few warm fuzzies). They get things done and really don’t care whose idea it is (or who gets the credit for that idea). They know that too much change can be disruptive and bring a natural diplomacy to the situations they are in.
Developers can be impatient when solutions dona€™t work immediately and too quick to find an alternative.
Where effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity (level of existing skill & motivation) of the individual or group they are attempting to lead or influence.
This is not always the case but when I raised this question with the tutor on the Situational Leadership course that I attended many years ago, they couldn’t answer!
As I run a management training and development business this is an article that I use all the time to ‘prove’ the real value of leadership training. This leadership style should only be used for short bursts as a reliance on praise alone can encourage mediocre performance.
It only works when both parties want to achieve the same goals and where the leader is proficient at coaching. Democracy is never the best choice in an emergency situation or where a flamboyant and verbose team member stifles the debate for others. It’s wonderful to be able to differentiate the varied quantities and to be able to see this from now on when someone delivers a seminar or training.
The diverger is able to see concrete experience from different perspectives and to pull different meanings from experience. In the lower right quadrant, the assimilator is attracted to creating models and concepts, an approach that would be a strength in consultancies and marketing firms.
It also means bringing others into your inner circle who have a very different style than yours, trusting them and listening to them to compensate for your weaknesses. Activators can push oneself and others too hard for results and burn everyone out, including themselves.
Their aim was to discover specific leadership behaviours and determine their effect on the bottom-line profitability of the business.


As per my gripe about Situational Leadership above, this is not the best leadership style when the leader is working with experienced experts who know more than they do! This dictatorial approach rarely works outside of the above circumstances as it is too strict and rapidly leads to ‘disengagement’. Over the years, I have accumulated words of wisdom and advice from outstanding leaders across the country, who have used their vast knowledge and experience to support the leaders of the future.
My role is essentially behaviour for Lear I g for the students in my house with focus on 2 A's and a B. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission from ASCD. Developers also enjoy creative ideas, but their drive is to take action on those ideas, so their list of things on the blank piece of paper is shorter than the Innovator’s. Maximizers can fail to take action on critical initiatives if the decision is perceived as unpopular. Then recruit other leaders who are very different from you, listen to them deeply and trust them completely. The adaptability refers to the leadership style required given the specific circumstances that you face.  A great leader must therefore have BOTH ‘style’ and ‘substance’! And Stabilizers can apply systems and processes too rigidly,A insisting on a policy for every situation and paralyzing the organization. Using Leadership Qualities EffectivelyPart II: Virtues All Educational Leaders Should PossessChapter 9.
I was inspired to take up a leadership role by David Curry (now headteacher at Bishop Herber School).
David was previously Head of PE at The Heathland School, the school where I’m now deputy head - small world! Despite the increasing workload, David was an outstanding practitioner and always had time for his staff. Importance of Leadership VirtuesPart III: Enhancing Leadership Qualities and Virtues in Yourself and OthersChapter 17. In preparation for my senior leadership interviews, I was asked by a colleague about my leadership style. I did, however, have the opportunity to work alongside some amazing colleagues who have helped shape my career.
Is about the lack of scope for leaders to make decisions that legitimately fly in the face of particular unrealistic and often inadequately researched government initiatives Answers at the bottom of the blog. You may have worked with a colleague who needs to be directed to complete a data task (S1), due to the limited amount of time available or their skill set.
The same person then comes to you to talk through an issue they’ve had with a colleague.
The same colleague then comes to you with an idea to review marking, which has the potential to improve achievement.
Provide colleagues with a safety net to take risks, allowing them to learn from their mistakes.



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