How do you define your organisation’s leadership style?

It strikes me that there are many leadership style models out there, such as Lewin’s Leadership Styles, Six Emotional Leadership Styles (Goleman, Boyatzis and McKee), Transformational Leadership and The Leadership Challenge (Kouzes and Posner) to name as few.

Each of these has merit and helps us to understand our preferred style in most situations, shining a light on those styles we don’t exercise so often!

These models can also help to define an organisation’s leadership, the style that has been accepted as the norm, part of the culture – the way we do things around here.

Styles are tailor made to different situations. Different leaders must have their own styles and these styles must be able to adapt to different people and situations.John Ng

Take a moment to consider the style of leadership that prevails in your organisation.

What leadership style is it known for? 

Has it been designed this way, clearly defined and communicated across the organisation? Is it consistently demonstrated by all of the organisation’s leaders – specifically the senior team?

If not, what have you experienced that has led to your assumption, that this is the leadership style of your organisation?

Now, ask yourself this…

How adaptable is your organisation’s style, defined or not, to meet the demands of a continually changing business environment?

If there is one thing more certain today than ever before, it is this: we are living in a volatile, uncertain, complex and ambiguous world.

If an organisation fails to be agile, choosing to stick to to the same leadership style no matter what the situation, it will be slow to respond in an appropriate way, having an adverse affect on performance.

Maybe even disastrously so.

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