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Leaders who honestly appraise their leadership style can effectively reinvent themselves in order to inspire and motivate those whom they lead, are to be commended. Here are five basic categories of leadership. Identify which category best suits your style and how you can best use your style to motivate and lead those who work with you. 1.Authoritarian. Leaders using this style are often harsh, demanding, and inflexible in their approach to others. Best stated as “It is my way or the highway!” 2.Humanistic. This leadership style is characterized by someone who does not follow a precise plan. They allow others to set the agendas. You may hear a humanistic leader say “What do you think we should do today?” 3.Charismatic. These leaders depend on personality and energy for success. You can hear them say “Wow! I am really excited about this!” 4.Democratic. Democratic leaders are always seeking a group consensus prior to moving ahead. Have you heard anyone say this lately? “Before we go any further, let’s take a vote.” 5.Mission-Driven. Leaders who are mission-driven build teams to help bring about the organization’s vision and purpose. They may be overhead to say, “We are all in this together.” There are some interesting observations to be made about these styles. For the first four styles: authoritarian, humanistic, charismatic and democratic, their style almost always reflects a person who is in charge, or “at the helm” of the business. When a leader is mission-driven, however, several other important factors emerge, most importantly that the entire organization is pulling together in the same direction. This means that there is far less motivating or “nudging” the troops and more forward direction. So, what is your leadership style? Review the five basic categories above and determine which style you typically present. If, after your review, you decide that you want to change your style, then reinvent yourself! Become a party of one to change and motivate yourself to become an effective leader! Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted. Copyright 2005, Michele Webb. All Rights Reserved.
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More Articles:1. The Truth About Performance Reviews By David Meyer Now that it is January, many of you are putting together, or have just finished putting together your annual Performance Appraisals for your staff. Feedback on performance is certainly one of the most critical aspects of personnel development and one that deserves to be taken very seriously. But after 25 years of managing people I am going to finally confess how I feel about the whole process. I HATE Performance Appraisals. I hate giving them. I hate receiving them. Whew! I feel better… 2. Creating Successful Team Charters How many times have you been on, or heard about a team that got frustrated? Or felt like they weren't making progress? Or weren't completely clear on what they were expected to do? Or didn't feel like they had support from those above them? If you are like me and most people I know, you are nodding yes to one or more of the questions above. There is one single thing that can alleviate or eliminate these challenges and get the team off to a solid start. That single thing is a team charter. What … 3. People - You Can't Make Them What They're Not By Alan Fairweather Many business people and managers are spending too much time trying to change the underperforming people who work for them. They seem to believe that if they train people - tell them what to do or even threaten them with the sack - then the performance level will go up.The successful manager concentrates on developing the strengths of his team members - not trying to correct their weaknesses. Sometimes you have to manage around a weakness, but you can't make people what they're not.Some years … 4. Traditional Vs Lean manufacturing concepts When we think about lean manufacturing we think about work cells, kanban cards, TQM and so on. But many people do a basic mistake. That is the mistake of not understanding the concepts on which lean manufacturing built on. Many people who copied lean manufacturing failed because they did not understood the concepts behind lean manufacturing. We shall give a simple definition to lean manufacturing before we go further. Lean manufacturing can be defined as a systematic approach to continuously ide… |
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