Brain-Based Strategies to Reach Every Learner: Surveys, Questionnaires, and Checklists That Help You Identify Students' Strengths-Plus Engaging Brain-Based Lessons and Activities (Teaching Strategies)An indispensable guide to brain-based learning. There are many leadership style questionnaires available to take these days and both would-be and experienced leaders could be forgiven for being somewhat overwhelmed by the choices available. This is the familiar “military” style leadership model – often used, especially in times of crisis (which is why it is used in readiness for war) but not always effective when softer or more subtle approaches may be needed.
This style of leadership mobilizes a team toward a common vision (focusing on particular targets) thereby specifying the “what” and leaving the “how” up to individuals.
In this style, the leader makes most if not all decisions and closely manages subordinates to complete a task or project. This leadership style works to create strong emotional ties between individuals on a team so as to create strong bonds and even a sense of belonging to the team and even the wider organization.
This leadership style seeks to motivate team members and encourages them to work together in collaborative ways and come up with creative solutions to problems more quickly than they might individually. This leadership style (which is also sometimes referred to as a “free-resign” style) is used most often by leaders when individuals are well-able to accomplish a task or project with little or no help.
This leader ship style typically coordinates the contributions of a few individuals to work together or small groups to collaborate on a given task or project. This style (first described by Max Weber in the 1940’s) focuses leadership effort on motivating followers through a system of rewards (recognizing good performance) and sanctions or minor punishments (when some individuals do not meet acceptable performance levels). This style seeks to inspire enthusiasm in team members and to create a compelling vision for the future that every individual can get behind.
This style (first described by Robert Greenleaf in the 1970s) leads simply by meeting the needs of the team (in a similar way to the democratic leadership style). Apart from overlapping at times, every one of these leadership styles are rarely “all encompassing” in one individual leader (and perhaps nor should they be).
Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies.
ReadyToManage is your one-stop shop for world class employee and personal development resources. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Some people find that their learning style may be a blend of two or three styles, in this case read about the styles that apply to you in the explanation below. When you have identified your learning style(s), read the learning styles explanations and consider how this might help you to identify learning and development that best meets your preference(s). The VAK learning styles model suggests that most people can be divided into one of three preferred styles of learning. People commonly have a main preferred learning style, but this will be part of a blend of all three.
When you know your preferred learning style(s) you understand the type of learning that best suits you. Please note that this is not a scientifically validated testing instrument – it is a free assessment tool designed to give a broad indication of preferred learning style(s). Diane Connell summarizes current brain research and discusses the implications for the classroom.


However, although they will often have different labels for the leadership style or styles that an individual may prefer the most in their output reports, most questionnaires will indicate a style based on several of the ones described below.
This is because this style rarely involves praise and frequently employs direct and “unvarnished” communication approaches and even criticism (and can therefore lead to lower morale and job satisfaction. The authoritative style is often most effective when the team needs a new or very different direction. The coercive style is consequently most effective in times of crisis, emergency, turnaround or on projects that require quick results.
The affiliative style therefore tends to work best either when work or projects are predictable and when work is “even” or in times of high stress, or when the team needs to learn to work together more effectively. The coaching style tends to work best when the leader wants to help individuals to build new behavior or competencies which help them to contribute at a higher level on the team.
The democratic style is often most effective when the leader needs the team to buy into or have ownership of a decision, plan, project or goal. A teamwork oriented leadership style is clearly ideal to get people working together and even to bring about more self-direction. With laissez-faire leadership, individuals make many decisions and perform many tasks without any input from the leader.
To do this all individuals on a team are given lots of input on what should be done in the future (and particular on how) and are then encourage to work together with as much or little of the leader’s participation as they feel they need. Transactional leaders therefore mainly concentrate their efforts on increasing the efficiency of established work routines and procedures and are most concerned with following existing rules and approaches than with making new changes. The downside to this style however is that the leader is very central to all efforts and success.
Servant leaders therefore often lead by example but are also generous in their time to guide others to achieve success.
In other words, each style is likely to create problems if used exclusively and it is therefore better to deploy several contrasting styles according the skills and maturity of the people being led, the task at hand, the overall type and scope of work or project circumstances encountered at any one time. Jon Warner is a prolific author, management consultant and executive coach with over 25 years experience.
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These people will use phrases such as ‘show me’, ‘let’s have a look at that’ and will be best able to perform a new task after reading the instructions or watching someone else do it first.
These people will use phrases such as ‘tell me’, ‘let’s talk it over’ and will be best able to perform a new task after listening to instructions from an expert.
These people will use phrases such as ‘let me try’, ‘how do you feel?’ and will be best able to perform a new task by going ahead and trying it out, learning as they go. Some people have a very strong preference; other people have a more even mixture of two or less commonly, three styles. The point is that there are types of learning that are right for your own preferred learning style. She offers tools to identify learning styles and ideas for differentiating lessons and activities to engage all students. Some leadership writers and thinkers suggest that this style is only effective in crisis, emergency or turnaround situations.


This style therefore tends to works best when the team is reasonably mature, quite motivated and both knowledgeable and skilled. This style can also quite effectively manage a problem individual on a team (especially when every other approach has failed). The assumption is that individuals need strong guidance to accomplish any task properly or well without being told exactly what to do, how to do it and when it should be done. However, a reliance on only this style of praise and nurturing can sometimes overly tolerate mediocre performance. It also works well when there is lots of time available for consensus decision-making to occur.
This approach therefore works best when individuals are knowledgeable about tasks and motivated to complete them. This can create the risk that a project or even an entire organization might collapse if the leader leaves.
Advocates for the servant leadership model suggest that it’s a good way to move ahead in a world where values are increasingly important, and where servant leaders can achieve power because of their values, ideals, and ethics. These are the people who are happy being given spoken instructions over the telephone, and can remember all the words to songs that they hear! These are the people who like to experiment, hands-on, and never look at the instructions first! For example, the first five are the so-called “push” leadership styles, the subsequent six styles are the so-called “pull” leadership styles and the last three are based on a particular expert’s approach.
One major perceived drawback of this style however, especially when used excessively is that it can overwhelm some team members and even limit free-thinking. However, this style “takes no prisoners” and can therefore ride rough-shod over individuals and even alienate the whole team if they do not agree with the overall direction in which they are being led. The autocratic leadership style is typically most effective when tasks are clear, deadlines are tight and there are a great many people involved in the overall work. This is most effective when leaders expect their subordinates to complete a task on their own with help when difficult situations arise.
However, this style may not be very effective in an emergency situation, turnaround or when time is of the essence. The leader can then act as a coach on an as-needed basis in order for the person to archive their goals. Some still in original packaging.Management Styles Questionnaire (Facilitator's Guide)Are you a Theory X manager .
Unleash a motivation model as powerful today as it was over 40 years ago The Management Styles Questionnaire will shed new light on your management style using Douglas McGregor’s two highly influential ways of viewing people’s motivation in the workplace: Theory X assumes people are lazy, dislike and shun work, lack ambition, dislike responsibility and prefer to be led.
There are no wrong or right answers—the Management Styles Questionnaire is an assessment, not a test.



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