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Leadership Style Joshua Margolis HCA LP 2011. LEADERSHIP STYLES COERCIVE Enforces Compliance PACESETTING Models High Performance Standards AUTHORITATIVE.

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Presentation on theme: "Leadership Style Joshua Margolis HCA LP 2011. LEADERSHIP STYLES COERCIVE Enforces Compliance PACESETTING Models High Performance Standards AUTHORITATIVE."— Presentation transcript:

1 Leadership Style Joshua Margolis HCA LP 2011

2 LEADERSHIP STYLES COERCIVE Enforces Compliance PACESETTING Models High Performance Standards AUTHORITATIVE Sets and Infuses Direction AFFILIATIVE Creates Harmony & Social Bonds COACHING Provides Instrumental & Emotional Guidance & Support DEMOCRATIC Involves Others in Decision Making (Consensus) Source: Adapted from Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April C OMPONENTS OF O RGANIZATIONAL C LIMATE FLEXIBILITY RESPONSIBILITY ADHERENCE DIRECTION COMMITMENT — — — — — O O — — — O + OVERALL IMPACT ——++ +

3 Leadership Style: Two Perspectives Impact (Outside-In) How do others experience you? How do others experience themselves when they are with you? Intent (Inside-Out) How do you craft, engineer, and construct an experience of you for others that activates their best selves?

4 What is Style? Style is about HOW How you—personally and distinctively—mobilize others to advance toward collective and individual objectives Mobilize Equip and nurture individuals and groups so they build the capacity to advance toward desired objectives Unleash the capacity of individuals and groups to strive toward desired objectives Channel, coordinate, and marshal individuals’ talents and efforts so that they converge in a way that moves the performing unit toward desired objectives How you—personally and distinctively—mobilize others to advance toward collective and individual objectives Mobilize Equip and nurture individuals and groups so they build the capacity to advance toward desired objectives Unleash the capacity of individuals and groups to strive toward desired objectives Channel, coordinate, and marshal individuals’ talents and efforts so that they converge in a way that moves the performing unit toward desired objectives

5 Structure & Direction Support & Development Style Distilled to Two Dimensions How do you equip, nurture, unleash, channel, coordinate, marshal?

6 Structure & Direction Support & Development Style Distilled to Two Dimensions How do you equip, nurture, unleash, channel, coordinate, marshal? Commander Coach Conductor

7 Structure & Direction Support & Development 1. What is the MIX of direction/structure versus support/development that (a) You tend to provide(b) Others tend to experience when working with you 2. HOW do you (a) Provide structure and direction? (b) Provide support and development? Two Sets of Questions for Assessing Style

8 What is Your Style: 4 Diagnostic Questions 1.What is the mix of direction/structure versus support/development that you tend to provide? How much of each, relative to the other, do you tend to provide? 2.What is the mix of direction/structure versus support/development that others tend to experience when you work with them and lead them? 3.How do you tend to provide direction & structure? Do you come to your own conclusions and then command? Do you sit back and let the group find its way there? Do you solicit input and then decide? 4.How do you tend to provide support & development? Do you let people figure it out on their own (and help if they fall)? Do you guide and counsel people to figure it out on their own? Do you tell people?

9 SITUATIONPERSONSTYLE “Who we are”“How we lead”“Situational Demands” influencesinfluence task demands subordinate needs organizational culture corporate strategy industry practices societal norms life story crucibles values & boundaries motivations & passions capabilities & strengths sweet spot role models leadership purpose Self-Awareness Situational AwarenessSelf-Management The Adaptive Challenge


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