Activity: Matching your Leadership Style to the Situation Goleman’s Six Leadership Styles Characteristics Coercive Authoritative Affiliative Democratic Pacesetting Coaching Leader’s modus operandi Demands immediate compliance Mobilizes people towards a vision Creates harmony and builds emotional Forgoes consensus via participation Sets high standards for performance Develops people for the future The style in a phrase ‘Do what I tell you’ ‘Come with me’ ‘People come first’ ‘What do you think?’ ‘Do as I do, now’ ‘Try this’ Underlying emotional Intelligence Drive to achieve, initiative, Self-confidence, empathy, change catalyst Empathy, building relationships, communication Collaboration, team leadership, communication Conscientious, drive to achieve, initiative Developing others, empathy, When the style works best In crisis; to kick start a turnaround; with problem employees When changes require a new vision, or when a clear directive is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long-term strengths When the might fail When there is not a lot of emotional self-control When trying to motivate more experienced experts or peers on the team When there is avoidance of emotionally distressing situations When there is a lot of listening and discussion but very little action When very little guidance is given to the team on how to achieve results When micromanaging Activity: Matching your Leadership Style to the Situation, continued control
Job Aid: Ways to Create a Culture of Engagement The following are quick actions and the ways to execute those actions to help create a culture of engagement in your organization. Action How to Create a Culture of Engagement Instill a of pride in the work or workplace Use the performance management process to communicate to employees how their work contributes to achieving agency objectives. Performance meetings provide an opportunity to establish an alignment between the employee's role and the agency mission and goals. Encourage employees to take ownership of their work. Create a sense of trust and transparency with leadership Communicate a clear vision of how the agency will accomplish its mission. Communicate honestly about the organization and ensure your words are consistent with your actions. Ensure there is transparency between decisions and the strategic direction of the organization. Provide the opportunity to perform well at work Provide frequent informal or formal performance feedback and discussions. Hold employees accountable for results through a structured performance management process. Ensure that employees' job responsibilities make good use of their competencies and that they are provided with the resources, time, and assistance needed to perform their jobs. Provide reward and recognition consistently and frequently Take time to validate and acknowledge employee achievements. Integrate rewards and recognition into how employees are managed on a day-to-day Provide opportunities for personal and professional growth Demonstrate an interest in developing and mentoring employees. Help employees assess, fine-tune, and develop new skills. Give employees specific goals as well as the training, tools, and resources for employees to perform their job. Use a competency-based approach to ensure their skills are and continually enhanced.