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Leadership Flexibility
Contributed by Barbara Taylor of Janbara & Associates
First off, let's clear up two leadership myths.
- Managers should treat all employees the same way.
- There is one best leadership style.
Neither of these statements is correct, yet both influence how managers work with their direct reports, not always allowing managers to maximize the abilities of their people.
The manager's role has changed dramatically. In the past, there was an emphasis that the manager was the "boss". In today's business world, managers must be partners with their people. Leaders can no longer lead by position power. Managers must move from the old school notion of "command-and-control" toward a role that ensures accountability through support and coaching.
Managers must flex their leadership style to meet the specific needs of each of their direct reports. For instance, it makes no sense for a leader to manage a capable, experienced person the same way he would manage a person who is new to the job. This sounds obvious, yet it's not unusual for managers to "micro-manage" all of their employees. Conversely, there are managers who consistently assign new tasks or responsibilities to their people and provide little guidance or direction.
So, how should a manager flex his or her style? By evaluating two overall performance levels in each of his or her employees. First, leaders should determine each direct report's competence level for different responsibilities. Expect "unevenness" across different tasks - some tasks better fit a person's strengths. Additionally, it takes time to become fully capable in new job assignments.
Secondly, a manager should look at the commitment level of each of his or her employees. Some employees are enthusiastic learners and performers while others are insecure about their ability to complete certain tasks. You should not treat a justifiably confident direct report the same way you would someone who was discouraged, frustrated or bored.
There are four main leadership styles that managers should use interchangeably with their people -sometimes all four are necessary for each direct report.
- When you have a new employee or are giving a new task to one of your existing reports, use a more directional leadership style. You will need to provide specific instructions about what and how goals or tasks should be accomplished. As the manager, you will need to closely supervise the individual's performance. This will include providing definition, helping him or her plan or prioritize, and providing relevant feedback.
- The second leadership style is coaching. It's an effective style to use when you have an employee who is beginning to gain competence but is still tentative since his or her performance is inconsistent. Here, you provide background information on why decisions are made. While the manager continues to direct task accomplishment, he or she also asks the employee for suggestions. In this style, the leader provides clarification, exploration and encouragement.
- There are times when an employee is task-competent but is still cautious or lacks confidence. When this occurs, the manager should utilize the third leadership style. The manager is supportive by listening and encouraging self-reliant decision making and problem solving. Now is when the leader begins to back off from making final decisions by getting direct reports to develop their own answers.
- The delegating leadership style is reserved for people who are fully capable and confident in a specific task. Because the employee is completely competent, the manager empowers the individual to act independently. At this stage, most decisions are made by the direct report. However, this does not mean the manager totally backs off. The leader still needs to observe the person's performance and provide timely feedback.
Does this make sense? Do you think you can determine when to use the best leadership style? Below are two situations that are typical for managers and their employees. Read each situation and select the leadership action that you think is appropriate.*
- Your boss asked you to assign someone to serve on a company-wide task force. This task force will make recommendations for restructuring the company's compensation plan. You have chosen a highly productive employee who knows how his co-workers feel about the existing compensation plan. He has successfully led another unit task force and wants the assignment. You would
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