6. Effectiveness of Leadership Styles Visionary (provides long-term direction and vision) Coaching (develops employees for long-term) Affiliative (creates harmony in work relationships) Democratic (builds commitment through collaboration) Pacesetting (pushes to accomplish tasks) Commanding (demands compliance) -- Daniel Goleman
7. Controlling Facilitating leader team 80% 20% 20% 80% Fran Rhees, "From controlling to facilitating; how to L.E.A.D." % of Decision-making Responsibility
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9. Consequences of Controlling For coordination For answers For group goals Group members Group members Group members feel overcontrolled feel blocked and feel committed only underused. to their own goals. Group members feel lower commitment and sense of responsibility; strive only for adequate performance.
14. Johari Window Unknown Information neither of us know * childhood * potential Private Self Information only I know * feelings * opinions * past history Blind Spot Information you know, but I don’t * habits * body language Public Self Information you and I both know
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16. Background: Johari Window "aha” insights Unknown Information neither of us know Private Self Information only I know Blind Spot Information you know, but I don’t Public Self Information you and I both know
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21. Keep in Mind . . . No “good” or “bad” profiles Measures only normal behavior Captures preferences not absolutes Measures behavioral preferences not personality
27. Dimensions/Emphases/Orientations Product Emphasis D ominance I nfluence task people people task S teadiness C onscientiousness Process Emphasis
28. Task vs. People Orientation Level of situational control high moderate low Relative performance low high Source: Fiedler and Chemers, Improving Leadership Effectiveness , 1984 task people
29. Alternatives to Behavior Change 1. Surround yourself with people who have complementary styles. 2. Change the level of situational control. 3. Change jobs.
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