Leadership styles

Ahmed Essam
Overview:
• Definition of leadership
• Different components of leadership
• Difference between leadership and management
• Situational leadership theory
• Leadership styles
• Examples
 • To bring out the best in others.

• The ability to integrate head-based

intellect, heart-based values and gut-
What is based instincts.
leadership???
• Leadership is a choice, not a position
 Leadership
Leading by Respect Direction
example

Communication

Support Trust Influence

 • Failure to Coach and Develop Others
• Bad Role Model
• Lack of Strategic Perspective
• Prefer Working Independently Instead
Never do: of Collaborating
• Resist Goals and Improvement
• Poor Communication
• Failure to Inspire and Motivate Others
When to be

Manager or leader?
Leader without position?
Two Aspects of Leadership to Consider
• YOU – Process starts with you.
Leadership starts with YOU – there’s no way around it

• YOU + OTHERS – How we relate to others. What we can

achieve on our own is very limited. Big and small teams can
change the world in significant ways.
Competency and commitment???
Competency?
• I know how to do it
• I have done it many times

Commitment?
• I want to do it
• I feel comfortable when doing it
• 1 am confident that I can do it
• 1 wonder if I can do it
• I don’t believe I can do it
The four development levels
The four development levels

n ce
Moderate Low to p ete
High m
to high some Low Co
Good to
High Some Low High Co
mm
i tm
D4 D3 D2 D1 en
t
Diagnosis
Flexibility
Partnership
 • Here the leaders give instructions and
S1 Directing tasks to employees and supervise
them closely

Decisions are made completely by the

leader and communication is one way
S2 Motivating

• Here the role of the leader is to inspire

employees and increase the level of
commitment with giving him instructions
to learn.

Decisions remain the leaders' role but with

high level of communication with
employees.
 Coaching leaders support,
facilitate and help employees
in everyday activities.
S3
Coaching
The leader takes part in
decisions, but the control is
with employees.
S4 Delegating

• Delegating leaders give the hand

completely to employees in everything

Decisions are taken by employees with no

interference of the leader.
 The best executive
Delegating Made Easy is the one who has
sense enough to
pick good men to do
what he wants
If you work on your own, there’s only so much you can done, and self-

get done, no matter how hard you work. restraint enough to

keep from meddling

One of the most common ways of overcoming this with them while
they do it.
limitation is to learn how to delegate your work to other
people. Theodore Roosevelt

At first sight, delegation can feel like more hassle than it’s
worth. By delegating effectively, you can hugely expand
the amount of work that you can deliver.
When to Delegate
An opportunity for
growth of another Reoccurring tasks
person’s skills

Non-critical tasks
What is the best leadership style

There is no best leadership style to be

 Mo
ng

tiva
i
ach

tion
Co

Dir
g
ti n

e
ga

ct i
le

ng
Commitment/ + De +/ - - +
Confidence
Competence + +/ - -/+ -
D4 D3 D2 D1
What is a directive behavior?

What is a supportive behavior?

 Chart Title

D4

D3

D2

D1

0 1 2 3 4 5 6
Competency Commitments
 S level Rate

Direction (1 to 10)

Motivation (1 to 10)

Coaching (1 to 10)

Delegation (1 to 10)
Examples:

A new person joins the team, and

you are asked to help him through
his coming AV
Appropriate response:
Leave detailed instructions and complete info
and knowledge about how we will proceed in
the AV starting from preparing the
presentation till presenting in front of his
customers.
S1-D1
(Directing)
Examples:

you are responsible for a project

and you will leave for a holiday,
but you can not stop the project
till you come back.
Appropriate response:
Before you go on holiday,
give a quick chat and few notes to one of your
colleagues who you could trust in his
competencies and commitment, and everything
will be fine.
S4-D4
(Delegating)
Examples:
A colleague of 3 years experience got
frustrated because of great challenges
that he faces in his territory. Although he
is capable enough to handle them, his
performance becomes lower then before.
Appropriate response:
Your colleague has many of the competencies
that he needs to handle the situation, but he
needs motivation and encouragement to increase
his willing and make him more inspired.
Also you may share feedbacks with him.
S2-D2
(Motivation)
Employee Skill needed D level Style/Tactics KPIs
to be
developed
Leadership Styles
Daniel Goleman
Daniel Goleman
 What’s
your
leadership
Style?
What’s your
leadership
Style?
I Attitudes
Take a moment to think about and make a list
of your attitudes to various work situations:
• Giving a presentation
• Attending a meeting
• Writing a report
• Your annual performance review
• The difficult colleague you have to work
with
• Other team members
Interferences

• How many of these “attitudes”

have been negative?

• How many of these “attitudes”

have been positive?
 Daniel Goleman’s research found that leaders
use six styles. Each springs from different
components of emotional intelligence.

“Typically, the best, most effective leaders act

The Six Leadership according to one or more of six distinct
approaches to leadership and skilfully switch
Styles between the various styles depending on the
situation.

- The New Leaders. Daniel Goleman

 Commanding

Visionary

Leadership Affiliative
Styles
Daniel Democratic

Goleman Pacesetting

Coaching
Affiliative
I value team I make a real effort
harmony and try to to ensure that
avoid everyone in my
confrontation. team is happy .

The needs of my
I am care about
team are more
emotions and
important than
feelings of my
achieving our
team.
objectives.

We work best
when we work
together in
harmony.
 • I like to tell people what to do.

• One of my most important

measures of performance is
compliance and commitment.
Commanding:
• I pride myself on getting things
done.

• I enjoy seeing my team achieve.

• I am obsessed by achievement.
 • I believe teams work best when
everyone is involved in making
decisions.

• The opinions of the subordinates carry

weight.

Democratic: • I encourage subordinates to

participate in the meetings.

• I always ask what others think before

making decisions.

• Everyone in the team has a valid point

of view that has to be considered.
Visionary:

I like to set out a clear vision for the future.

I always encourage employees to get our vision.

My long-term goal is clearly settled.

I have clear plan for the future.

I believe in taking people with me, not just telling them what to.
Pacesetting:
• I set high standards for myself and
expect others to meet those standards
too.

• I usually think that I know best.

• Usually, the best way to do things is

my way.

• Correction of the standards is my task.

• I set high standards for my team.

Coaching:

I draw on the skills I like to help people Development,

in my team to get think through issues leaning and
things done. for themselves. improvement are
top priorities for me
to enhance my
I think that people
It’s always worth team.
should be allowed
putting time in to
to try things out and
develop people’s
make mistakes in
skills.
order to learn.
 Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilizes Creates Forges Sets high Develops
modus immediate people harmony and consensus standards for people for the
operandi compliance toward a builds through performance future
vision emotional participation
bonds
The style in a “Do what I “Come with “People come “What do you “Do as I do, “Try this.”
phrase tell you.” me.” first.” think?” now.”
 Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilizes Creates Forges Sets high Develops
modus immediate people harmony and consensus standards for people for the
operandi compliance toward a builds through performance future
vision emotional participation
bonds
The style in a “Do what I “Come with “People come “What do you “Do as I do, “Try this.”
phrase tell you.” me.” first.” think?” now.”

Underlying Drive to Self- Empathy, Collaboration, Conscientious Developing

emotional achieve, confidence, building team -ness, drive to others,
intelligence initiative, self- empathy, relationships, leadership, achieve, empathy, self-
competencies control change communicati communicati initiative awareness
catalyst on on
 Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilizes Creates Forges Sets high Develops
modus immediate people toward harmony and consensus standards for people for the
operandi compliance a vision builds through performance future
emotional participation
bonds

The style in a “Do what I tell “Come with “People come “What do you “Do as I do, “Try this.”
phrase you.” me.” first.” think?” now.”

Underlying Drive to Self-confidence, Empathy, Collaboration, Conscientious- Developing

emotional achieve, empathy, building team ness, drive to others,
intelligence initiative, self- change catalyst relationships, leadership, achieve, empathy, self-
competencies control communication communication initiative awareness

When the style In a crisis, to When changes To heal rifts in a To build buy-in To get quick To help an
works best kick start a require a new team or to or consensus, results form a employee
turnaround, or vision, or when motivate or to get input highly improve
with problem a clear direction people during from valuable motivated and performance or
employees is needed stressful employees competent develop long-
circumstances team term strengths
 • Which leadership style do you
use most often?

• Read about the positives and

Leadership negatives of your primary style
Styles
• Share examples of when you have
used this style positively or
negatively
A. Some of my team are highly skilled and
motivated
1- I will be eager on developing their skills more.

2- I will make use of those skills in order to achieve our goals.

3- I will try to keep them highly motivated.

4- I will discuss with them how they could invest in those skills.
B. Poor performance should be corrected
through
1- helping people think through issues for themselves.

2- talking through with the individual, so that we can learn.

3- giving them clear instructions what to do in order to avoid that in the

future.

4- creating the spirit that could make them perform more efficiently.
C. If there is serious conflict within my
team
1- I remind everyone that we have goals to meet.

2- I bring my team together so that we can talk it through.

3- I talk to everyone individually and listen to them.

4- One of my main objectives is to avoid any frustration to them.

D. When one of my team needs to take a
decision
1- I will help him take the decision that will make him highly motivated.

2- I will make for him the decision that could help the business more and
bring great achievement.

3- I will discuss with my team member about the pros and cons and give
him/her the chance to take the decision alone.

4- I will ask him/her about objective, what he should do next and exact
time for feedback.
E. Some of my team are always late in
submitting their reports, so I will
1- talk with each one about the reasons behind being late and how he/she
could solve that very soon with feedback on weekly basis.

2- discuss with all team members that we are late and ask them about
their opinion to solve that issue.

3- issue instructions and deadlines to each team member.

4- try to tell them that you don’t them to be affected negatively by

sending report late.
F. I notice that a member of my team is
demotivated, so I
1- talk with my team member about the reasons behind that
demotivation, Listen effectively and share my experience with him/her

2- make an extra effort to ensure that he/she is involved in team

discussions.

3- take care of his/her emotions and feelings first.

4- closely manage each of his/her tasks to ensure that achievement will

not be affected.
G. How do you establish confidence with
your employees?
1- I managed to win them through friendship.

2- I am trusted because I participate.

3- I made myself understood through knowledge and help I offer.

4- My expertise and authority are recognized.

Questions
Thank you