Think back on your career and the managers you have had.

I am sure that you have had

good managers and others who were maybe not so great. When I ask people to list what
made the good managers good, most of the examples they give me are to do with
behaviour, or style.

One of the interesting things about style is that managers with the most flexibility in style get
the best outcomes from their people. Leadership style is not about good/bad, right/wrong:
leadership style depends on the task, people and situation to be managed.

6 Management Styles
According to Hay-McBer there are six key leadership or management styles.

DIRECTIVE
The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from
employees:

The do it the way I tell you manager

Closely controls employees
Motivates by threats and discipline

Effective when:

There is a crisis
When deviations are risky

Not effective when:

Employees are underdeveloped little learning happens with this style

Employees are highly skilled they become frustrated and resentful at the
micromanaging.

AUTHORITATIVE
The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term
direction and vision for employees:

The firm but fair manager

Gives employees clear direction
Motivates by persuasion and feedback on task performance

Effective when:
 Clear directions and standards needed
The leader is credible

Ineffective when:

Employees are underdeveloped they need guidance on what to do

The leader is not credible people wont follow your vision if they dont believe in it

AFFILIATIVE
The AFFILIATIVE style has the primary objective of creating harmony among employees
and between manager and employees:

The people first, task second manager

Avoids conflict and emphasizes good personal relationships among employees
Motivates by trying to keep people happy

Effective when:

Used with other styles

Tasks routine, performance adequate
Counselling, helping
Managing conflict

Least effective when:

Performance is inadequate affiliation does not emphasise performance

There are crisis situations needing direction

PARTICIPATIVE
The PARTICIPATIVE (Democratic) style has the primary objective of building commitment
and consensus among employees:

The everyone has input manager

Encourages employee input in decision making
Motivates by rewarding team effort

Effective when:

Employees working together

Staff have experience and credibility
Steady working environment

Least effective when:

 Employees must be coordinated
There is a crisis no time for meetings
There is a lack of competency close supervision required

PA

12 Different Types of Leadership

Styles
BUSINESS BY AHMED RAZA

According to Research by asaecenter, leadership style is the way a person uses

power to lead other people. Research has identified a variety of leadership styles
based on the number of followers. The most appropriate leadership style
depends on the function of the leader, the followers and the situation.

Some leaders cannot work comfortably with a high degree of followers

participation in decision making. Some employers lack the ability or the desire
to assume responsibility. Furthermore, the specific situation helps determine the
most effective style of interactions. Sometimes leaders must handle problems
that require immediate solutions without consulting followers.

What are Different Leadership Styles?

We have covered 12 different types of ways people tend to lead organizations or
other people. Not all of these styles would deem fit for all kind of situations,
you can read them through to see which one fits right to your company or
situation.

1. Autocratic Leadership
Autocratic leadership style is centered on the boss. In this leadership the leader
holds all authority and responsibility. In this leadership, leaders make decisions
on their own without consulting subordinates. They reach decisions,
communicate them to subordinates and expect prompt implementation.
Autocratic work environment does normally have little or no flexibility.
In this kind of leadership, guidelines, procedures and policies are all natural
additions of an autocratic leader. Statistically, there are very few situations that
can actually support autocratic leadership.

Some of the leaders that support this kind of leadership include: Albert J Dunlap
(Sunbeam Corporation) and Donald Trump (Trump Organization) among
others.

2. Democratic Leadership
In this leadership style, subordinates are involved in making decisions. Unlike
autocratic, this headship is centered on subordinates contributions. The
democratic leader holds final responsibility, but he or she is known to delegate
authority to other people, who determine work projects.

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The most unique feature of this leadership is that communication is active

upward and downward. With respect to statistics, democratic leadership is one
of the most preferred leadership, and it entails the following: fairness,
competence, creativity, courage, intelligence and honesty.

3. Strategic Leadership Style

Strategic leadership is one that involves a leader who is essentially the head of
an organization. The strategic leader is not limited to those at the top of the
organization. It is geared to a wider audience at all levels who want to create a
high performance life, team or organization.

The strategic leader fills the gap between the need for new possibility and the
need for practicality by providing a prescriptive set of habits. An effective
strategic leadership delivers the goods in terms of what an organization
naturally expects from its leadership in times of change. 55% of this leadership
normally involves strategic thinking.
4. Transformational Leadership
Unlike other leadership styles, transformational leadership is all about initiating
change in organizations, groups, oneself and others.

Transformational leaders motivate others to do more than they originally

intended and often even more than they thought possible. They set more
challenging expectations and typically achieve higher performance.

Statistically, transformational leadership tends to have more committed and

satisfied followers. This is mainly so because transformational leaders empower
followers.

5. Team Leadership
Team leadership involves the creation of a vivid picture of its future, where it is
heading and what it will stand for. The vision inspires and provides a strong
sense of purpose and direction.

Team leadership is about working with the hearts and minds of all those
involved. It also recognizes that teamwork may not always involve trusting
cooperative relationships. The most challenging aspect of this leadership is
whether or not it will succeed. According to Harvard Business Review, team
leadership may fail because of poor leadership qualities.

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6. Cross-Cultural Leadership
This form of leadership normally exists where there are various cultures in the
society. This leadership has also industrialized as a way to recognize front
runners who work in the contemporary globalized market.

Organizations, particularly international ones require leaders who can

effectively adjust their leadership to work in different environs. Most of the
leaderships observed in the United States are cross-cultural because of the
different cultures that live and work there.

7. Facilitative Leadership
Facilitative leadership is too dependent on measurements and outcomes not a
skill, although it takes much skill to master. The effectiveness of a group is
directly related to the efficacy of its process. If the group is high functioning, the
facilitative leader uses a light hand on the process.

On the other hand, if the group is low functioning, the facilitative leader will be
more directives in helping the group run its process. An effective facilitative
leadership involves monitoring of group dynamics, offering process suggestions
and interventions to help the group stay on track.

8. Laissez-faire Leadership
Laissez-faire leadership gives authority to employees. According to azcentral,
departments or subordinates are allowed to work as they choose with minimal or
no interference. According to research, this kind of leadership has been
consistently found to be the least satisfying and least effective management
style.

9. Transactional Leadership
This is a leadership that maintains or continues the status quo. It is also the
leadership that involves an exchange process, whereby followers get immediate,
tangible rewards for carrying out the leaders orders. Transactional leadership
can sound rather basic, with its focus on exchange.

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Being clear, focusing on expectations, giving feedback are all important

leadership skills. According to Boundless.com, transactional leadership
behaviors can include: clarifying what is expected of followers performance;
explaining how to meet such expectations; and allocating rewards that are
contingent on meeting objectives.
10. Coaching Leadership
Coaching leadership involves teaching and supervising followers. A coaching
leader is highly operational in setting where results/ performance require
improvement. Basically, in this kind of leadership, followers are helped to
improve their skills. Coaching leadership does the following: motivates
followers, inspires followers and encourages followers.

11. Charismatic
11. Charismatic Leadership
In this leadership, the charismatic leader manifests his or her revolutionary
power. Charisma does not mean sheer behavioral change. It actually involves a
transformation of followers values and beliefs.
The McKinsey 7-S Framework
Ensuring That All Parts of Your Organization Work in Harmony
How do you go about analyzing how well your organization is positioned to achieve its
intended objective?

This is a question that has been asked for many years, and there are many different
answers. Some approaches look at internal factors, others look at external ones, some
combine these perspectives, and others look for congruence between various aspects
of the organization being studied. Ultimately, the issue comes down to which factors to
study.

While some models of organizational effectiveness go in and out of fashion, one that
has persisted is the McKinsey 7-S framework. Developed in the early 1980s by Tom
Peters and Robert Waterman, two consultants working at the McKinsey & Company
consulting firm, the basic premise of the model is that there are seven internal aspects
of an organization that need to be aligned if it is to be successful.

The 7-S model can be used in a wide variety of situations where an alignment
perspective is useful, for example, to help you:

Improve the performance of a company.

Examine the likely effects of future changes within a company.

Align departments and processes during a merger or acquisition.

Determine how best to implement a proposed strategy.

The McKinsey 7-S model can be applied to elements of a team or a project as well. The
alignment issues apply, regardless of how you decide to define the scope of the areas you study.

The Seven Elements

The McKinsey 7-S model involves seven interdependent factors which are categorized
as either "hard" or "soft" elements:
Hard Elements Soft Elements

Shared Values

Strategy Skills

Structure Style

Systems Staff

"Hard" elements are easier to define or identify and management can directly influence
them: These are strategy statements; organization charts and reporting lines; and
formal processes and IT systems.

"Soft" elements, on the other hand, can be more difficult to describe, and are less
tangible and more influenced by culture. However, these soft elements are as important
as the hard elements if the organization is going to be successful.

The way the model is presented in Figure 1 below depicts the interdependency of the
elements and indicates how a change in one affects all the others.

Let's look at each of the elements specifically:

Strategy: the plan devised to maintain and build competitive advantage over the competition.
 Structure: the way the organization is structured and who reports to whom.
Systems: the daily activities and procedures that staff members engage in to get the job done.
Shared Values: called "superordinate goals" when the model was first developed, these are
the core values of the company that are evidenced in the corporate culture and the general
work ethic.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the employees working for the company.
Placing Shared Values in the middle of the model emphasizes that these values are central to the
development of all the other critical elements. The company's structure, strategy, systems, style,
staff and skills all stem from why the organization was originally created, and what it stands for.
The original vision of the company was formed from the values of the creators. As the values
change, so do all the other elements.

Also, the first version of this model, published in 1982, classified systems as soft. Since
1982, very many processes in very many organizations have been meticulously documented or
automated, making them relatively easy to analyze and change. They are therefore shown above
as hard.

How to Use the Model

Now you know what the model covers, how can you use it?

The model is based on the theory that, for an organization to perform well, these seven
elements need to be aligned and mutually reinforcing. So, the model can be used to
help identify what needs to be realigned to improve performance, or to maintain
alignment (and performance) during other types of change.

Whatever the type of change restructuring, new processes, organizational merger,

new systems, change of leadership, and so on the model can be used to understand
how the organizational elements are interrelated, and so ensure that the wider impact of
changes made in one area is taken into consideration.

You can use the 7-S model to help analyze the current situation (Point A), a proposed
future situation (Point B) and to identify gaps and inconsistencies between them. It's
then a question of adjusting and tuning the elements of the 7-S model to ensure that
your organization works effectively and well once you reach the desired endpoint.

Sounds simple? Well, of course not: Changing your organization probably will not be
simple at all! Whole books and methodologies are dedicated to analyzing organizational
strategy, improving performance and managing change. The 7-S model is a good
framework to help you ask the right questions but it won't give you all the answers. For
that you'll need to bring together the right knowledge, skills and experience.
When it comes to asking the right questions, we've developed a Mind Tools checklist
and a matrix to keep track of how the seven elements align with each other.
Supplement these with your own questions, based on your organization's specific
circumstances and accumulated wisdom.

7-S Checklist Questions

Here are some of the questions that you'll need to explore to help you understand your
situation in terms of the 7-S framework. Use them to analyze your current (Point A)
situation first, and then repeat the exercise for your proposed situation (Point B).

Strategy:

What is our strategy?

How do we intend to achieve our objectives?

How do we deal with competitive pressure?

How are changes in customer demands dealt with?

How is strategy adjusted for environmental issues?

Structure:

How is the company/team divided?

What is the hierarchy?

How do the various departments coordinate activities?

How do the team members organize and align themselves?

Is decision making and controlling centralized or decentralized? Is this as it should be, given
what we're doing?

Where are the lines of communication? Explicit and implicit?

Systems:

What are the main systems that run the organization? Consider financial and HR systems as
well as communications and document storage.

Where are the controls and how are they monitored and evaluated?

What internal rules and processes does the team use to keep on track?
Shared Values:

What are the core values?

What is the corporate/team culture?

How strong are the values?

What are the fundamental values that the company/team was built on?

Style:

How participative is the management/leadership style?

How effective is that leadership?

Do employees/team members tend to be competitive or cooperative?

Are there real teams functioning within the organization or are they just nominal groups?

Staff:

What positions or specializations are represented within the team?

What positions need to be filled?

Are there gaps in required competencies?

Skills:

What are the strongest skills represented within the company/team?

Are there any skills gaps?

What is the company/team known for doing well?

Do the current employees/team members have the ability to do the job?

How are skills monitored and assessed?

7-S Matrix Questions
Using the information you have gathered, now examine where there are gaps
and inconsistencies between elements. Remember you can use this to look at
either your current or your desired organization.

Click here to download our McKinsey 7-S Worksheet, which contains a matrix
that you can use to check off alignment between each of the elements as you
go through the following steps:
Start with your Shared Values: Are they consistent with your structure, strategy,
and systems? If not, what needs to change?
Then look at the hard elements. How well does each one support the others?
Identify where changes need to be made.
Next look at the other soft elements. Do they support the desired hard elements?
Do they support one another? If not, what needs to change?
As you adjust and align the elements, you'll need to use an iterative (and often time
consuming) process of making adjustments, and then re-analyzing how that
impacts other elements and their alignment. The end result of better performance
will be worth it.

Tip:
For similar approaches to this, see our articles on the Burke-Litwin
Change Model , and the Congruence Model . You may also find our
articles on theChange Curve , Impact Analysis and Lewin's Change
Management Model useful.

Key Points
The McKinsey 7-S model is one that can be applied to almost any
organizational or team effectiveness issue. If something within your
organization or team isn't working, chances are there is inconsistency
between some of the elements identified by this classic model. Once these
inconsistencies are revealed, you can work to align the internal elements to
make sure they are all contributing to the shared goals and values.

The process of analyzing where you are right now in terms of these
elements is worthwhile in and of itself. But by taking this analysis to the
next level and determining the ultimate state for each of the factors, you
can really move your organization or team forward.