Leadership styles Flashcards
How do coercive leaders act?
– demand immediate compliance. This is effective in a crisis but it can alienate team members and prevent self-starters.
How do Authoritative leaders act?
– concentrate on creating a common vision. The leader concentrates on the vision, and the team is expected to work out the means of making it happen. Richard Branson, founder of the Virgin Group, is an example of an authoritative leader. This style of leadership works well when the team does not need day-to-day guidance but pushing towards a direction.
How do Affiliative leaders act?
create emotional bonds between the team members. The leader works to create emotional bonds between team members. This can be effective when a team is being built or when a team is stretched with lots of changes, but there
is a danger that the team members can become more focused on their bonds than a successful change outcome.
How do democratic leaders act?
– build consensus. Democratic leaders want team members to agree and buy into plans. This can be very effective in creating passion around a change, but the style is not useful when team members do not have enough knowledge to advise.
How do Pacesetting leaders act?
expect excellence and self-direction from team members. It works best when the team is already motivated, but it can overwhelm team members if too much is expected.
How do coaching leaders act?
develop people for the future. This is most effective in helping team members build lasting strengths but it is not effective if team members are not willing to change and learn.
What are contingency theories?
assume there is no single best way to lead but that effective leaders adapt their behaviour to the changing context
What are Interpersonal competencies?
– look at how leaders inspire through emotion
Adair created the Action Centred Leadership model (Adair, 1973). He identified three
mutually dependent elements for leadership- What are they?
Achieving the task
Developing the team
Developing Individuals
What are the 6 core functions of leadership according to Adair
• Planning – seeking information, defining tasks, setting aims
• Initiating – briefing, task allocation, setting standards
• Controlling – maintaining standards, ensuring progress, ongoing decision-making
• Supporting – individuals’ contributions, encouraging, team spirit, reconciling, morale
• Informing – clarifying tasks and plans, updating, receiving feedback and interpreting
• Evaluating – feasibility of ideas, performance, enabling self-assessment
Who has responsibility for the ‘deliver value?’
It is the role of the whole company, including, for example, product development, manufacturing, purchasing, sales promotion, direct mail, distribution, sales and customer service
Why is a marketing plan useful?
• for the marketer, superiors, non-marketing functions, for subordinates
• to help identify sources of competitive advantage
• to force an organised approach
• to develop specificity
• to ensure consistent relationships
• to inform
• to get resources
• to get support
• to gain commitment
• to set objectives and strategies
What are the main effects of a marketing plan for an organisation?
• identification of emerging opportunities and threats
• preparedness to meet change
• the specification of sustainable competitive advantage
• improved communication among executives
• reduction of conflicts between individuals and departments
• the involvement of all levels of management in the planning process
• more appropriate allocation of scarce resources
• consistency of approach across the organisation
• a more market-focused orientation across the organisation
What is stakeholder analysis?
The system and proactive integration of feedback from those impacted by your org’s operations.
What is action-centered leadership?
John Adair’s simple Action-Centred Leadership model provides a great blueprint for leadership and the management of any team, group or organisation. Action Centred Leadership is also a simple leadership and management model, which makes it easy to remember, apply and adapt to your own situation.
Being able to do all of these things, and keep the right balance, gets results, builds morale, improves quality, develops teams and productivity and is the mark of a successful manager and leader.
