CHAPTER 3: LEADERSHIP STYLES Flashcards
It’s likely someone who has touched our lives with kindness, selflessness, and authority. As defined by Merriam-Webster, the transitive verb _____ means “to guide on a way especially by going in advance.”
lead
In this chapter, we delve into the SIX DISTINCT emotional leadership styles as defined by Daniel Goleman, Richard Boyatzis, and Annie McKee in their seminal 2002 book, Primal Leadership.
1) VISIONARY
2) COACHING
3) AFFILIATIVE
4) DEMOCRATIC
5)
6) COMMANDING
5) PACESETTING
The goal is to “know thyself” in an intimate, emotionally intelligent manner so you can positively influence and ______ your organization.
impact
VISIONARY:
A visionary leader sees ________ where others do not. Visionary leadership is for dreamers and doers alike, and it’s inspired by the creative imagination.
potential
VISIONARY:
As Walt Disney famously once said, “If you can _____ it, you can do it.”
(p. 54).
dream
VISIONARY:
Visionary leaders set a grand course before them and use their powerful _________ and eye for change to bring others along with them on a magnificent journey.
(p. 54).
self-confidence
VISIONARY:
Visionary leaders do three things particularly well:
1) They _____
2) They care passionately about their culture
3) They anticipate change and are well prepared
(p. 54).
1) They listen
VISIONARY
1) They listen
Through empathy and a desire to understand what will motivate people to join them on the journey, visionary leaders practice deep listening. They let their followers know how important they are, and how valued their input is. They ____________ on what’s working and what’s not. Every day they ask, “What can we do to get better?”
(p. 54).
solicit feedback
VISIONARY
2) They care passionately about their culture,
which is another way of saying they care about the welfare of their people. They’re able to clearly articulate where they want to go, as well as the significance of why this will benefit their employees and the _________ as a whole. They’re in the business of people as well as strategy and unique ideas, because they know that is business at its finest.
(p. 54).
organization
VISIONARY
They anticipate change and are well prepared. In other words, they have a plan. They’re crystal clear on their strategy and the _________ that lead to a successful business operation: vision, purpose, mission, and values. They set the bar high for goals and can adapt their strategy to the ever-changing market. They’re nimble and flexible.
(p. 54).
fundamentals
VISIONARY
Visionary leaders back their vision with ____ and drive. What is drive? It’s the foundational result when ambition meets enthusiasm meets belief. Without a leader’s drive to succeed, even the best product or idea will fall flat.
(p. 55).
grit
VISIONARY
A visionary leader’s ambition must continuously power their _______, which renews employees’ belief that they’re doing something special. This journey is as much emotional as it is mental, and it’s a challenge for a visionary leader to bring their best in these areas every day.
(p. 55).
enthusiasm
VISIONARY
Pierre Omidyar, the founder of eBay, was born with the gift of _______ leadership guided by clarity. Using his vision and ability to lift others up with him, Omidyar created an online marketplace for millions of people to buy and sell, well, everything.
(p. 55).
inspirational
VISIONARY
“Instead of telling my executives what to do, I should try to inspire them with a _____ of where we’re going and let them translate that in their own terms, based on their own experience, their own expertise. Inspiration is much more effective than delegation.”
(p. 55).
vision
VISIONARY
He let former CEO _________ do her job without micromanaging every part of his business. Under her tenure, eBay flourished and grew exponentially, becoming a multi-billion-dollar company.
(p. 56).
Meg Whitman
VISIONARY
Persuasion, in its purest and noblest form, is part of ________, which is a huge element of emotional intelligence. Successful visionary leaders stoke the fires inside people they lead to get them on board with their vision.
(p. 56).
passion
VISIONARY
According to an article in Harvard Business Review, “. . . people will only take ownership of strategic change if they are consistently persuaded by its ______.”26 When those qualities tie back to business objectives, you have a winning combination.
(P.56)
Value
VISIONARY
Lynda Weinman is an inspirational launching point for leaders aiming to bring their skills, _______, and passions to the masses.
(p. 56).
experiences
VISIONARY
Those columns became the foundation of an industry-changing book, Designing Web Graphics, which sold hundreds of thousands of copies. From there, she knew she was on to something. She created Lynda.com in an effort to share her passion and __________ for web design with the world.
(p. 56).
enthusiasm
COACHING
The “How can I help you?” attitude becomes a way of life for the coaching leader, because this mind-set attracts the right _______, which lead to the right opportunities.
(p. 57).
relationships
COACHING
Beyond the business benefits, coaching leaders empower their employees and ask them to think deeper about their development and future than they have before. The coaching leader knows that the organization’s goals can be achieved when there is symmetry with the individuals’ goals. This relationship is best when it works in a reciprocal manner.
deeper
COACHING
Coaching leaders are highly skilled at breaking down the steps from point A to point B into clearly defined tasks that become _________ that match up with an individual’s personal development plan.
milestones
COACHING
Coaching leaders are servant leaders. Empathy, ________, and vulnerability are baked into this leadership style, and these leaders approach each situation with this mind-set and with the goal of touching the hearts of the people they lead and learning what’s going on in their personal lives.
altruism
COACHING
The best opportunities arise when people recognize a ________ desire to help others without the expectation of anything in return.
genuine
COACHING
Coaching leaders know that the more they exercise this muscle, the less they worry about personal returns, which actually takes the ________ off their ability to lead.
pressure
COACHING
However, one constant remains: We always have control over two things: our _____ and our effort. Few leaders understand and embody this maxim better than two-time national-championship-winning coach Jay Wright. Coach Wright has mastered the ability to communicate this to his players, motivate and discipline them, and execute this maxim.
attitude
COACHING
IQ will get you a seat at the table, no doubt. But whether we’re talking about Division 1 college basketball or leading the sales organization for a large technology company, it is _______ ________ that will help you advance further.
Emotional intelligence
COACHING
At the biggest stages of competition, it’s not always about strategy. It’s about how much we want to succeed. How powerful and indomitable our spirit is. How ______ we are to do what it takes to win. Think about this in terms of being a coaching leader. You can have the best strategy in the world, but it won’t matter if your employees don’t buy in.
willing
COACHING
Coaching leaders appeal to people’s positive emotions in an authentic, ________ way by taking the time to get to know them and understand what motivates them.
genuine
COACHING
A coaching leader’s greatest gesture is to give employees the gift of _________, to help them think bolder and more ambitiously than they ever have before.
self-discovery
COACHING
They empower people with new information, new ideas, and _______ with them on strategy, but they allow their people to discover what it means to be a true leader for themselves. That’s the mark of a great coaching leader, and one of the most powerful examples of the human spirit of connection.
partner
AFFILIATION
The affiliative leadership style begins with ________.
harmony
AFFILIATION
Herb Kelleher, Southwest Airlines
At the heart of his people-first mind-set was relationship-building. He wanted to personally connect with every one of his employees and let them know he cared. In good times and bad, he was the public face and led with his famous “__________,” one of the core values of the airline.
warrior spirit
AFFILIATION
An affiliative leader builds relationship ______ and manages conflict as it arises within a team.
capital
AFFILIATION
An affiliative leader
1) bridges communications gaps,
2) enables managers and employees through empathy and empowerment, and
3) steps in to ______ when necessary.
mediate
AFFILIATION
Affiliative leaders place a high value on the ________ wants and needs of the people they serve.
emotional
AFFILIATION
We cannot do it all for someone else. We can’t do their job and ours. Each person in a business or personal relationship has to do their best to meet in the middle and give of themselves to make things work. Affiliative leaders understand this, and do their best to create _______ between those they lead.
synergy
AFFILIATION
Teaching, _______, and empowering others creates a bond that leaves a positive imprint. It helps reduce stress, eases organizational tension, and lets people know that you are a well-intentioned leader who cares.
listening
AFFILIATION
Take this, as observed by the Greater Good Science Center at University of California, Berkeley: “A recent article published in The Journal of Positive Psychology by Daryl Van Tongeren and his colleagues sought to examine this relationship [how kindness and happiness help us find purpose]. In a preliminary study, the researchers asked over ________ to report on how frequently they engage in different altruistic behaviors (such as volunteering) and how meaningful their life feels. Participants who were more altruistic reported a greater sense of purpose and meaning in their lives.”
400 participants
AFFILIATION
He’s a calm, reassuring voice that recognizes how much EQ is needed in the workplace to foster a positive culture and to allow employees to perform at their best: “What I realize more than ever now is that my job is curation of our culture. If you don’t focus on creating a culture that allows people to do their best work, then you’ve created nothing.”
Satya Nadella (The CEO of Microsoft who followed Steve Ballmer)
AFFILIATION
“It’s so critical for leaders not to freak people out, but to give them air cover to solve the real problem. If people are doing things out of fear, it’s hard or impossible to actually drive any innovation.”
Satya Nadella (The CEO of Microsoft who followed Steve Ballmer)
POOR LEADERSHIP
Getting more specific, here are some hallmark examples of poor leadership:
• Lack of accountability
• “I” before “We,” which usually forms a smashing cocktail with “Taking all the _____ for something that wasn’t his/her own idea or work product”
• Negative attitude and operating from a position of fear
• Overbearing and exerting far too much control in situations where it’s unnecessary
• Closed to feedback; cynical mind-set focused only on bottom-line results
• No investment in employees’ personal and professional development
credit
POOR LEADERSHIP
1) We remember the infamous case of Michael Brown, former administrator of the Federal Emergency Management Agency (FEMA) during Hurricane Katrina, whose slow response affected the lives of thousands of citizens.
2) Remember Kay Whitmore of Eastman Kodak, who didn’t ____________ in the early 1990s as photography became more digital? His background and experience had been in film, and as technology changed, Whitmore simply didn’t recognize or react to the new frontier his industry was entering.
evolve with the times
POOR LEADERSHIP
What we see in these examples is a lack of adaptability, social skills, and self awareness.
In regards to:
1) Michael Brown (Katrina)
2) Eastman Kodak (Kodak)
POOR LEADERSHIP
Inspirational and motivational leadership must be backed with
1) substance,
2) and ability to connect with employees, and
3) an ability to _______ in the face of adversity and
4) make intelligent decisions.
stand up
DEMOCRATIC:
Every great democratic leader will tell you that the secret to their leadership success is building powerful, _________ relationships that translate to collaborative teams.
personalized
DEMOCRATIC:
At the ______ of democratic leadership is a great listening ear and a mind-set of teamwork, which creates the expectations and promulgation of communication and new ideas from employees.
heart
DEMOCRATIC:
Democratic leaders perpetually operate in a _______ relationship: They inspire and make the people around them better, and they’re inspired and made better by the people around them.
reciprocal
DEMOCRATIC:
An exemplary model of democratic leadership is the incredibly successful CEO of Stitch Fix, _________. In 2017 she became the youngest woman founder ever to lead an IPO.36 Today her company is worth approximately $2.8 billion, and in 2018 brought in revenue of $1.2 billion.
Katrina Lake
DEMOCRATIC:
Think about it: You hire the best people for a reason, not for them to be told what to do but rather to include them, inspire them, and encourage them to lift their ______ and be involved.
voices
DEMOCRATIC:
A potential _______ of democratic leadership is having too many people involved in the decision-making process, thus leading to delays.
downside
DEMOCRATIC:
This leadership style might also lead to ________ if employees feel that the leader isn’t enough of an authority figure. We see democratic leadership more these days in flat organizational structures, but it still works best when there is a clear decision-maker who can move swiftly when required.
complacency
DEMOCRATIC:
Relationships are at the ______ of business at all levels.
heart
DEMOCRATIC:
As Dr. Guy Itzchakov and Avraham Kluger write in the Harvard Business Review: “Listening resembles a ______. It requires training, persistence, effort, and most importantly, the intention to become a good listener. It requires clearing your mind from internal and external noise—and if this isn’t possible, postponing a conversation for when you can truly listen without being distracted.”
muscle
DEMOCRATIC:
As Dr. Stephen Covey once said, “It’s a win-win.”
Listening with intent and concern allows you to be appreciated more and prices valuable information.
PACESTTING:
Pacesetting leaders play an _______ game at all times and expect their employees to rise to the standard of performance and level of competition. Pacesetters thrive on competition, both with themselves and also with internal and external sources.
up-tempo
PACESTTING:
At their best, pacesetting leaders inspire _______ and get their employees to perform at their highest level while also taking the time to explain the purpose behind what they’re doing.
creativity
PACESTTING:
The danger to the organization is when they become too competitive and the organization operates in _____ for an extended period of time.
overdrive
PACESTTING:
Pacesetting leaders excel when they’re paired with _____-____ teams comprised of talented individuals who don’t mind the challenge of working in high-pressure environments.
high-performing
PACESTTING:
A stellar example of a pacesetting leader is Richard Branson, who said, “My number one rule in business, and in life, is to _____ what you do. Running a business involves long hours and hard decisions; if you don’t have the passion to keep you going, your business will more than likely fail.”
enjoy
PACESTTING:
Take Branson’s perspective on how he fortified his mind-set into becoming an incredible winner in business: “My mother drummed into me from an early age that I should not spend much time ________ the past. I try to bring that discipline to my business career. Over the years, my team and I have not let mistakes, failures or mishaps get us down. Instead, even when a venture has failed, we try to look for opportunities, to see whether we can capitalize on another gap in the market.”
regretting
PACESTTING:
Leadership is a _______, and it’s detrimental to drive people hard all the time. When it’s always “busy” season, employees can experience burnout and become disillusioned.
marathon
PACESTTING:
In the long term, however, it can ________ relationships and sour the culture as employees look elsewhere for a better work-life balance.
fracture
COMMANDING
When asked to think of a _______ leader, people often think of commanding leaders. These leaders have ambitious goals and are competitive, driven, and assertive.
TRADITIONAL
COMMANDING
While it’s important to push hard for results, leaders must exercise ____-____ to avoid pushing people too far over the edge. One effective way to balance the commanding style with an emotionally intelligent approach is for leaders to explain themselves in an empathetic way to individuals, perhaps after addressing a group as a whole.
self-control
COMMANDING
A command leadership style is meant for __________ like crises and emergencies. The problem with a commanding leader is that eventually people will learn to fear and not respect this person.
unique situations
COMMANDING
Fear drives their influence, and trust is breached when employees lose _____. It’s extraordinarily difficult for any leader to regain trust.
respect
COMMANDING
The commanding style is best suited for situations in which a leader is thrust into an extremely _______ set of circumstances. Leaders who place high demands on the people they lead, and even raise their voice or challenge them publicly to meet metrics of performance, are best served by having already built a relationship on common values.
difficult
COMMANDING
When we feel a commanding style is needed, we must make sure to understand the _______ that can come from it. We risk alienating people, especially those in our inner circle. We risk attrition—watching our best people leave.
ramifications
COMMANDING
The benefits involve getting people to mobilize ______, and with expedited action, but this leadership style works best when combined with a keen self-awareness and mindful approach of empathy.
quickly
COMMANDING
A great model of this balance is one of the most revered American military figures in modern history, General ________, who said, “Leaders must embed their own sense of purpose into the heart and soul of every follower. The purpose starts from the leader at the top, and through infectious, dynamic, passionate leadership, it is driven down through the organization.”
Colin Powell
COMMANDING
I never saw a good unit that wasn’t always stretching to meet a higher standard . . . Standards must be ______ and the leaders must provide the means to get there.”
achievable
COMMANDING
Commanding leaders must be ______ of long term repercussions to the organization; it is here, especially, where a high degree of self-awareness is required to be effective.
mindful
YOUR LEADERSHIP STYLE:
- Consider the style of leadership you actually use in your job, and then _____ the six styles of leadership in descending order of importance for you (visionary, coaching, affiliative, democratic, pacesetting, and commanding). What are your thoughts looking at your rank-ordered list?
- What leadership style do you currently use that you feel is most to your advantage?
- What leadership style do you not use as much that you think could help you most? List particular situations you face to help clarify your thoughts.
- List three positive and three negative attributes for each leadership style as they specifically pertain to your role in your current organization. How can you integrate (and eliminate) styles to become a more emotionally intelligent leader?
- What leadership style would you most frequently like to experience? The beauty of leadership styles is that they are situational (we’ll talk later about situational leadership), but usually leaders predominantly exhibit one style over others.
RANK
YOUR LEADERSHIP STYLE:
Keeping in mind the _____ pillars of EQ—self-awareness, self-management, motivation, empathy, and social skill—this assessment is truly an exercise in self-awareness and social skill.
five
YOUR LEADERSHIP STYLE:
To experience leadership, you have to ______ yourself in it as the practitioner and as the “end user.”
immerse
TAKEAWAY
No matter the leadership style you choose to adopt in a given situation, take the time to _____ in the people you lead. The time to do that is always now.
invest
TAKEAWAY
Lynda Weinman built an online learning empire by having the self-awareness and_______ to create courses in web design—and beyond—that were evolving at the speed of technology, beginning with an understanding of what people really needed.
adaptability
TAKEAWAY:
Study the descriptions and determine which one most suits your personality. And remember: You can always adapt and approach each situation in the way that will _____ your team and organization best.
serve
