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The "developmental" manager Helps and encourages employees to develop their strengths and improve their performance Motivates by providing opportunities for professional development Effective when: Skill needs to be developed Employees are motivated and wanting development Ineffective when: The leader lacks expertise When performance discrepancy is too great - coaching managers may persist rather than exit a poor performer In a crisis When I run a program on the six styles, I like to use an activity to demonstrate the styles in action.
The group is divided into six teams and a volunteer leader comes in to lead each team using just one of the styles. I set them a task that takes minutes and then we debrief how it felt and what outcomes were achieved. The task is easy, so people are skilled. This is what happens: When the leader is out of the room, the team usually stops work -- concerned about the consequences of continuing without the micromanagement.
After the activity the team reports that they are frustrated, angry and disengaged. It is interesting how quickly the team loses enthusiasm and initiative under the directive leader. The leader reports that the style is "high maintenance -- I felt like I had to be everywhere, watching everyone, it was exhausting"!
The team report enjoying the activity, and feel enormously proud of the work they have done, often getting out their smart phones to take pictures posing with their creation.
They often sit down for a cup of tea and a round table sharing of stories.
Often the activity is not even commenced as the team gets caught up in getting to know each other. More task focused team members often look around and get anxious when they can see other teams working.
Sometimes one of those people will leap in and take control, effectively "sacking" the leader. The team reports that they enjoyed the sharing and relaxed atmosphere, but that they started to wonder when they would start work. They start in the car park, and I have on occasion seen the team vote to get a coffee and disappear.
They are then startled to find when they return that there was an activity to do that they missed! Even when the team votes to come inside and do the activity the progress is slow as everything has to be agreed before action happens.
Team members report that they enjoyed being consulted and having a voice in the decision making, but got anxious when they could see lack of progress compared with other teams.
The team operates with high energy, engagement and motivation.
The leader sets members tasks, but then takes the task off them if they are "not performing" and gives it to someone else. Despite this, the team members remain engaged, seeing this as a consequence of the high standards set by the leader. At the end of the task the team reports that they enjoyed the experience, are proud of what they achieved, but are exhausted.
The leader is often exhausted too, saying "it was fantastic, but really challenging to maintain the pace and focus.Choosing A Leadership Style.
Nearly every enterprise that people engage in requires someone to take on the leadership tasks to ensure that things go smoothly.
Sometimes people clamor for that position while others shrink away from it because they are uncertain of their own abilities. The goal of Sudoku is to fill in a 9×9 grid with digits so that each column, row, and 3×3 section contain the numbers between 1 to 9. At the beginning of the game, .
The goal of Sudoku is to fill in a 9×9 grid with digits so that each column, row, and 3×3 section contain the numbers between 1 to 9. At the beginning of the game, the 9×9 grid will have some of the squares filled in. In this book of insightful essays, Kets de Vries explodes the myth that rationality is what governs the behavior of leaders and followers, and he provides a more realistic perspective on organizational functioning and the leader-follower relationship.
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