This article was originally posted by Tracey Maurer for UVM Outreach.
What kind of leader are you? Do you follow the classic definition of a leader: someone who aims to influence and motivate employees to meet organisational goals and effectiveness?
If you’re doing your job, then this definition might sound familiar. But let’s get more specific. Do you have a particular leadership style that you feel has effective management?
Most leaders generally adhere to one or two preferred styles of leadership with which they feel comfortable. But the challenge is that great leaders have multiple leadership styles in their toolkit, and they are adept at diagnosing situations and using the right leadership styles at the right times, according to David Jones, associate professor of management at the University of Vermont.
Jones identifies five styles drawn from theory and research on leadership for effective management that he thinks are important for all leaders to have in their toolkit:
- Directive: You’re no dictator, but you’re very clear in establishing performance objectives for your team. You’re adept at providing structure and skilled at clarifying employees’ perceptions of their roles. When needed – and this isn’t always a bad thing because some situations might require it – you tend toward micro-managing.
- Supportive: If you’re approachable and empathetic, then you’re probably a supportive leader. You show concern for employees, and you treat them with dignity and respect. Your employees, in turn, feel valued and cared for. In times of change, they trust you to help them manage uncertainty.
- Participative: If you’re someone who works hard for buy-in by soliciting employee input, then you’re most definitely a participative leader. You encourage employee involvement in decision-making and, more importantly, ensure they know that their views will be – and have been – considered. Depending on the situation, you consult directly with employees; other times, you delegate your authority to employees who engage in the decision-making.