Effective Leadership Styles Tips

Effective leadership styles are many. Knowing some of their characteristics could prove useful in improving you own leadership approach. Here we look at four key styles.

Each leader wishes to complete an objective but at the same time doing it whilst maximising the potential of those with the responsibility of carrying out the tasks. Good leaders will have particular styles depending upon the area in which their objectives lie.

Any leader will meet and communicate with individuals and those individuals will draw conclusions based upon first impressions. How you actually impact on others needs consideration and if this is negative then you might think about ways to modify your leadership style.

Previously we looked at developing yourself (see ‘Develop Yourself as a Leader’). However, what style do you fit into? Here we look at four leadership styles.

The first example of leadership styles will be seen commonly in organisations like the armed forces where there is a natural chain of command. The style can range from very forceful where orders must be obeyed to a more persuasive approach requiring a modicum of explanation to justify a decision.

Under normal circumstances, this style may work very well for a new worker where initial direction takes precedent and where a coaching or mentoring style could be introduced over time as more experience is gained.

This style allows a person with a lot of experience to guide a novice. Whilst the mentor is not following the novice around, he will be on hand to dispense advice as necessary. The mentor should have a lot of experience in this area and the role should not be confused with coaching. Whilst there are similar traits the mentor is more distant.

Whilst available to solve the odd problem a good mentor will encourage the individual to consider the problem and get him to resolve it himself.

It is easy to see how a team leader can act as a mentor for a team but where will you find them otherwise. Clearly, if a particular person has certain experiences they may be very popular but could not hope to mentor everyone.

One approach is for you to recognise that having a mentor would be good for your own development. You may have someone in mind and could ask them. This is not an easy approach to take but does show a drive in your own character.

Another method is for a good leader to set up a number of mentors. These could be available for the use of particular individuals. If you can use people as mentors that already have experience in this area it would be useful.

Setting up a mentoring system is likely to need senior approval.

The coach takes more of a hands-on approach compared to the mentor. He will continually encourage an individual to think about issues. The role focuses on training the person to slowly improve their own knowledge and leadership skills. This will help them in the future when they have to delegate tasks. In this manner the coach may need to impart other indirect skills such as project management, time management or specific leadership skills.

Delegation can be a much maligned form of leadership. It is not about having a clear desk by giving all of your jobs to others. To do it well an individual should acquire other skills that can really help, such as the project management, time management or other leadership skills.

This style of management requires a good confidence. You must understand why you are delegating (see ‘Motivation and Delegation’ and ‘Motivation and Delegation Part 2’). Good delegation requires practice to refine your technique.

You will always be training yourself and learning when practicing delegation.

As you move upwards in your career you will gain an increasing amount of experience and knowledge of leadership techniques.

For example:

• Initially you will just do as you are told with little experience
• Once you are in a position to show others how to do a job you will have reached teacher
• Then when you have to get others to do a job you will be a manage
• Motivating others to carry out a task and improving their coaching, delegation and influencing skills will mark you as a leader

Much training will be external. When this happens discuss their expectations of the course and your expectations. Review their experiences with them when they get back. It’s good practice to have another review at a later date, say in 6 months.

To justify the external course it may prove useful to provide feedback to the personnel department once you have sufficient data to do so. Remember that you have the immediate responsibility for training and not the human resources department.

There is no doubt that if particular practices, for example mentoring, are used at the top then it is easier for these techniques to spread downwards.

In practice managerial leadership styles will be a mixture of them as appropriate. It can be useful to recognise the impact of leadership styles.

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