1. 11 Leadership Styles Theory X assumes employees dislike work and attempt to avoid it Theory Y assumes employees view work as being natural and employees seek responsibility McGregor, D. (1957). Proceedings of the Fifth Anniversary Convocation of the School of Industrial Management, The Human Side of Enterprise. Massachusetts Institute of Technology (April 9, 1957).

2. 22 Leadership Styles “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural flexibility, to meet situational requirements

3. 33 Autocratic-Democratic Decision-making

4. 44 Continuum of Leadership Behaviour Autocratic Democratic Push Tell Sell Consult Empower Pull Supportive Directive

5. 55 Consult Empower TellSell Team Leadership

6. 66 Managerial Grid for Leadership Effectiveness (Blake and Mouton, 1964, 1978, 1985) Concern for Task Country Club Manager (1,9) Fully Functioning Manager (9,9) Status Quo Manager (5,5) Impoverished Manager (1,1) Sweatshop Manager (9,1) Concern for People 1 1 9 1 9 9 9 1

7. 77 Style 1 works best with Dev. Level 1 Low competence High commitment Style 2 works best with Dev. Level 2 Some competence Low commitment Style 3 works best with Dev. Level 3 High competence Variable commitment Style 4 works best with Dev. Level 4 High competence High commitment Situational Leadership Styles Style 1 Directive Giving clear instructions Style 2 Coaching Talking things through Style 3 Supporting Showing interest Style 4 Delegating Trusting people Blanchard, Ken et al (2004) Leadership and the One Minute Manager London, HarperCollins

8. 88 Emotional Intelligence Made popular by Daniel Goleman (1996) Ability to manage ourselves and our relationships effectively Four fundamental capabilities, each with a set of management competencies:- Self-Awareness`Self-ManagementSocial AwarenessSocial Skills Emotional self awareness Accurate self assessment Self confidence Emotional self control Transparency Adaptability Achievement Initiative Optimism Empathy Organisational awareness Service Inspirational Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration eiconsortium.orgemotionalintelligence.co.uk

9. 99 Six Leadership Styles StyleImpact on ClimateWhen Appropriate Visionary (Authoritative) Moves people towards goals Mostly strongly positive When change requires new vision and direction Coaching Connects people and goals Highly positive When employee needs to improve performance Affiliative Creates harmony; connects people Positive Heals rifts Build connections and team Democratic Gets commitment Positive Build buy-in and consensus Get involvement Pace-setting Meets challenging & exciting goals Often negative To get high performance from a motivated and competent team Commanding (Coercive) Soothes fears; good in emergency Usually highly negative Kick-start a turnaround or with problem people Based on global research with 3,871 executives: McBer Group, now The Hay Group, Boston (1996)

10. 10 Daniel Goleman (2000) Impact of Leadership Styles Based on global research with 3,871 executives: McBer Group, now The Hay Group, Boston (1996)

11. 11 We need to ‘unlearn’ Increase self-awareness and take action: The leader I’d like to be My current practice (patterns of behaviour) Development needs:- learning agenda and ‘contract’ Experiment:- behaviour, thoughts and feelings Practice and reflect:- embed the new learning Develop trusting relationships:- feedback Adapting Your Leadership Style Richard E. Boyatzis’s theory of self-directed learning, p 139 in, Goleman, Daniel (2003) The New Leaders London, Time Warner Paperbacks