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:leadership I've identified six leadership styles the academic, Goleman, uncovered and the truth is on any given day with over 100 staff at our Head Office and retail stores around the country. I switch gears several times in a day and may in fact practice ALL of these. 1.The pacesetting leader – they expect and model excellence and self-direction. Summed up in one phrase, it would be "Do as I do, or say, now." It works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, it can overwhelm team members and squash innovation and problem solving as team members will be directed to look to the leader for answers rather than develop their own lateral thinking ability. This is a short term answer to yield quick results, not a long term capacity building strategy. 2. The authoritative leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. Summed up in one phrase, it would be "Come with me." it works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. This leadership inspires an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her. 3. The affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. Summed up in one phrase, it would be "People come first." It works best in times of stress, when teammates need to heal from a trauma, or when a team comes together and needs to build trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of focus on outcomes. 4. The coaching leader develops people for the future. Summed up in one phrase, it would be "Try this." It works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is important that the leader allows for the team to make mistakes, in fact makes it a safe environment for an allowable level of experimentation and sets clear parameters for team members 'range of discretion'. 5. The coercive leader demands immediate compliance. Summed up in one phrase, it would be "Do what I tell you." It is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like an earthquake or a fire. This style can also help control a problem teammate when 48 | www.h e rma gaz i n e . c o. n z everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness. Coercion is another short term solution which will not yield a robust organization capability and skill development. 6. The democratic leader builds consensus through participation. Summed up in one phrase, it would be "What do you think?" It is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if one is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader. SOME OF THE MOST COMMONLY OBSERVED CHARACTERISTICS OF INSPIRING LEADERS… FROM THE SUNDAY TIMES, BEST COMPANIES TO WORK FOR • Strong strategic focus – ensures business only commits to works streams it has resources for • Lateral thinker – takes broader view than the normal • Vision and communication – customer focused vision of company direction • Principled – values built on honesty • Reflective – not afraid to show vulnerability • Risk taker – bends the rules • Accessible – takes time to get out and to talk with people • Values Attitude – rates skills and training highly Annah Stretton www.annahstretton.com