Leadership Style & Performance: Part 2
“It is not enough to describe your leadership style or indicate good intentions. A Situational Leader assesses the performance of others and takes responsibility for making things happen.”
Paul Hersey, CEO of the Center of Leadership Studies
In our previous Chora Insight: Leadership and Style & Performance: Part 1, we discussed leadership styles and how managers must master a primary style attuned to the particular climate, culture, and work environment of the organization they lead. This implies that leadership style is a strategic choice rather than a mere expression of personal temperament. As the adage goes, leaders are made, not born.
This is not to say temperament does not affect leadership style. A good leader roots his or her behavior in values that are lived out loud and consistently. High on that list of values are respect, trust, and confidence. A leader cannot extend these values to staff if he/she does not possess self-respect conviction, and confidence.
Leaders, whatever their primary style, must display emotional intelligence. Self-awareness, self-regulation, motivation, enthusiasm, empathy, and social skills are elements of emotional intelligence that support good leadership and a positive climate in the workplace.
A positive climate (culture or work environment) can be elusive to define. Hersey et al.[1] underscores six elements that define the positive workplace climate:
Flexibility
Facilitates responses to changes, challenges and opportunities
Encourages innovation and reduces red tape interference
Accommodates diverse working styles and unforeseen circumstances
Responsibility
Ensures accountability of each team member for their role and deliverables
Promotes personal ownership of results and tasks, and builds trust in the teams
Aligns individual results with organizational objectives
Standards
Set clear benchmarks for quality behavior and performance
Ensure consistent professionalism
Guide decision-making and maintain organizational integrity and ethics
Underpin equity in workflow and distribution of responsibility
Rewards
Recognize consistently good work
Define consequences for poor performance
Clarity
Brings in sharp focus the expectations for results and performance
Makes transparent team responsibilities and work results for all teams
Facilitates a continuous evaluation of progress and performance
Team Commitment
Teams take ownership for results.
All teamwork is aligned with organizational priorities and objectives.
Teams are cross-functional and horizontal
Teams respect the professionalism and contributions of each member
It is helpful to assess the positive climate of your organization across these six dimensions. Which are strong? Which needs strengthening? Your leadership style, values, emotional intelligence, and performance directly affect your organization’s climate, productivity, and results. In the end, it is up to you to make things happen.
[1] Hersey, P., Blanchard, K. H., & Natemeyer, W. E. (1979). Situational Leadership, Perception, and the Impact of Power. Group & Organization Studies, 4(4), 418-428. https://doi.org/10.1177/105960117900400404
