1. Leadership Styles : Discovering Your Own Style and Appreciating Differences David M. Irby, Ph.D. University of California San Francisco

2. Preview l Understanding Your Style Preferences l Appreciating Differences l Communicating Effectively

3. Leadership Styles l Systematic ways of perceiving, thinking and acting l Four window on the world framed by –Ideals, Action, Logic, Harmony(feelings) l Everyone has each style but also preferences for one or more l Each leadership style has strengths and challenges

4. Idealist Style l Pursues excellence and ideals l Helps and supports others l Stresses cooperation, participation and loyalty l Does what is right l Listens to others

5. Idealist Style: Challenges l Set realistic expectations l Initiate action l Remain flexible

6. Activist Style l Action and task oriented l Takes charge and gets results l Leads in direct and forceful manner l Organizes others and achieves results

7. Activist Style: Challenges l Reduce speed l Involve others l Focus l Follow procedures

8. Analyst Style l Analytical, methodical, practical l Objective and rational l Establishes and follows plans l Relies on fair policies and procedures

9. Analyst Style: Challenges l Move more rapidly without data l Set priorities l Be sensitive to feelings

10. Harmonizer Style l Enthusiastic and sociable l Flexible and adaptable l Seeks consensus and harmony l Works for flexible and adaptive solutions

11. Harmonizer Style: Challenges l Be organized and task oriented l Maintain direction l Confront differences

12. Understanding Your Style Preferences l Idealist l Activist l Analyst l Harmonizer

13. Understanding Differences l Select your most preferred style –1. Idealist, 2. Activist, 3. Analyst, 4. Harmonizer l Assemble by style –If more than 10, sub-divide l Introduce yourselves l Appoint a recorder l Discuss the case (general approach)

14. Four Style Preferences l Idealist l Activist l Analyst l Harmonizer

15. Communicating Effectively l Lead with your strength l Appreciate differences l Adapt to different styles l Use multiple approaches

16. Creating Productive and Cooperative Teams David M. Irby, PhD University of California San Francisco

17. Preview l Style Differences: How they help and what they want l Case Discussion l Creating Effective Teams

18. How Idealist Helps l Helps by being available, non-directive, encouraging, and stressing ideals l Wants to be responsive and helpful, to pursue ideals and excellence, and to show concern for others

19. How Activist Helps l Helps by taking initiative, offering suggestions, seeing opportunities, confronting problems l Wants opportunities to perform, to meet a challenge, to take initiative and to be responsible

20. How Analyst Helps l Helps by providing informative and practical advise, analyzing problems step by step l Wants opportunities to be analytical, to use familiar procedures, and to build on what is known

21. How Harmonizer Helps l Helps by listening with warmth and empathy, and helping others to come up with their own answers and meaning l Wants a chance to be with others, to use humor, and to be in the spotlight

22. Working as a Team: A Case Study l Assemble by number l Introduce yourselves and describe your styles l Discuss the case –Identify the styles of each team member –Describe how each of you would orient the team –Obtain reactions of others to your proposal

23. Four Style Preferences l Idealist l Activist l Analyst l Harmonizer

24. Creating Effective Teams l Orient and provide clear expectations –Ask for learner goals, interests, background l Create an enthusiastic and supportive learning climate l Provide direction, follow-up, feedback l Coordinate with the senior resident

25. Conclusion l Teams work most effectively when: – differences are acknowledged and affirmed –Each persons’ unique contributions can be made –Decisions and actions are based upon diversity of perspectives