EQ Roles and Styles
The Leadership Stage
David Butler 399 South Parkview Avenue Bexley, OH 43209 614-252-2010 davidbutler@worklifeonline.com www.worklifeonline.com
The Roles of Leadership Color Grid DIRECT
T A N G I B L E
Authoritative
Coaching
Implementor Decision Maker Organizer Activator Commander Enforcer
Mentor Guide Negotiator Instigator Motivator Influencer
Democratic
Affiliative
Listener Evaluator Definer Measurer Auditor Observer
Visionary Suggestor Developer Supporter Innovator
INDIRECT
I N T A N G I B L E
The Six Leadership Styles at a Glance (Harvard Business Review, Leadership That Gets Results, by Daniel Goleman)
Our research found that leaders use six styles, each springing from different components of emotional intelligence. Here is a summary of the styles, their origin, when they work best, and their impact on an organization’s climate and thus its performance. Underlying emotional intelligence competencies Drive to achieve, initiative, self-control
Six Styles
The leader’s Modus operandi
The style in a Phrase
Demands immediate compliance
“Do what I tell you.”
COERCIVE
Mobilizes people
“Come with me.”
Self-confidence, empathy, change catalyst
Creates harmony and builds emotional bonds
“People come first.”
Empathy, building relationships, communication
Forges consensus through participation
“What do you think?”
DEMOCRATIC
Collaboration, team leadership, communication
Sets high standards for performance
“Do as I do, now.”
PACESETTING
Conscientiousness, drive to achieve initiative
Develops people for the future
“Try this.”
COACHING
Developing others, empathy, selfawareness
AUTHORITATIVE
AFFILIATIVE
When the style works best
Overall impact on climate
In a crisis, to kick start a turnaround, or with problem employees When changes require a new vision, or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long-term strengths
Negative
Most strongly positive
Positive
Positive
Negative
Positive
Six Leadership Styles Self-Assessment Quiz Please check (9) how often and how comfortable you are in each of these Leadership Styles. How often do you use this style?
Never Sometimes Often
LEADERSHIP STYLES AUTHORITATIVE Mobilizes people: “Come with me.”
Never Sometimes Often
AFFILIATIVE Creates harmony and builds emotional bonds: “People come first.”
Never Sometimes Often
DEMOCRATIC Forges consensus through participation: “What do you think?”
Never Sometimes Often
How comfortable do you feel using this style?
COACHING Develops people for the future: “Try this.”
Never Sometimes Often
COERCIVE Demands immediate compliance: “Do what I tell you.”
Never Sometimes Often
PACESETTING Sets high standards for performance: “Do as I do, now.”
Uncomfortable Comfortable Empowered
Uncomfortable Comfortable Empowered
Uncomfortable Comfortable Empowered
Uncomfortable Comfortable Empowered
Uncomfortable Comfortable Empowered
Uncomfortable Comfortable Empowered
1. Which “Leadership Style” do you use the most? Use the least?
2. Which “Leadership Style” is the easiest for you? Most difficult for you?
The Roles of Leadership: Rehearsal Strategy Affiliative The Affiliative Leadership Style works best when you are creating harmony and building emotional bonds; such as healing rifts in a team or motivating people during stressful circumstances. The style in a phrase: “People come first.” The following guidelines are your “rehearsal strategy” to practice using the Affiliative Leadership Style. In order to get feedback about this particular style, your coach will provide you with the following resources: ¾ The Roles of Leadership Color Grid ¾ The Birkman Profile Summary Report: Affiliative Leadership Role
The Roles of Leadership Color Grid As you prepare to assume the coaching style, when appropriate, there are five roles a coach can play, representative of the BLUE QUADRANT: Role Definition Behavior Understands diverse Visionary one who has unusually keen worldviews and is sensitive to foresight group differences Suggestor one who puts forth ideas or Fosters open communication advice as recommendations and stays receptive to bad news as well as good. ¾ Is attentive to emotional Developer one who brings out or creates cues and listen well. possibilities ¾ Respects and relates well to people from varied backgrounds ¾ Builds rapport and keeps Supporter one who acts as an advocate others in the loop. or backer of another person ¾ Listens well, seeks mutual understanding, and welcomes sharing of information fully. ¾ Shows sensitivity and understanding others’ perspectives.
Innovator
one who initiates newness or Sees diversity as opportunity, changes creating an environment where diverse people can thrive.
Keep these roles in mind as you get to practice using the Affiliative Leadership Style.
The Birkman Profile Summary Report: Affiliative Leadership Role Step One: On your Birkman Report, identify your Component and Preferred Work Styles scores that meet the Affiliative Style criteria by noticing where your scores touch the aqua bars. These are the characteristics you show up with naturally.
Step Two: Have your coach define any of those scores where the aqua bar touches so you know what strengths you already “bring to the table.” Step Three:
Identify the scores that do not touch or significantly exceed the aqua bars; these are your opportunities for development.
Step Four: Decide which questions below are your opportunities for development so you can begin to practice the affiliative style as well as record them on your Role Development Plan (RDP). ¾ What will it take for me to focus on being attentive to emotional cues during an emotionally charged conversation and at the same time focus on task? What may get in the way? ¾ Which future conversations do I need to be showing sensitivity and understanding another person’s perspective of the problem? What may get in the way? ¾ What can I do to show respect and relate well to people from varied backgrounds? ¾ What will it take for me to understand diverse worldviews and be sensitive to group differences? ¾ How can I begin to see diversity as an opportunity, not an obstacle? ¾ How can I create an environment where diverse people can thrive? ¾ What ways can I build rapport and keep others in the loop?
The Birkman Profile Summary Report: Affiliative Leadership Role (continued) ¾ What will it take for me to listen well, “be here now”, to focus on mutual understanding of other people’s viewpoints and welcome sharing of information? ¾ How can I foster open communication and be receptive to bad news as well as good? What may get in the way of receiving bad news well?
Step Four:
(continued) Decide which questions pertaining to your Preferred Work Style scores are your opportunities for development so you can begin to practice the affiliative style as well as record them on your Role Development Plan (RDP).
¾ Where can you begin to lead your team with relevant ideas or your strength in a particular skill? (If I have a low Know Spec score) ¾ Where can I have some personal involvement and assist my team with problemsolving, direction or implementation issues? (If I have a high Deleg Mgmt score) ¾ How can I create the importance of a work/life balance in my organization? (If I have a high Corp Adapt score) ¾ Where can you develop trust-building interactions with key people? (If I have a low Soc Adapt score) ¾ How can you use the support from idea-minded people when you must do long range or strategic planning? (If I have a low Global score) ¾ Which person(s) on your team can you learn from their intuitiveness and creativity? (If I have a low Conceptual score)
The Roles of Leadership: Rehearsal Strategy Authoritative The Authoritative Leadership Style works best when you are mobilizing people; such as when changes require a new vision, or when a clear direction is needed. The style in a phrase: “Come with me.” The following guidelines are your “rehearsal strategy” to practice using the Authoritative Leadership Style. In order to get feedback about this particular style, your coach will provide you with the following resources: ¾ The Roles of Leadership Color Grid ¾ The Birkman Profile Summary Report: Authoritative Leadership Role
The Roles of Leadership Color Grid As you prepare to assume the authoritative style, when appropriate, there are six roles a leader can play, representative of the RED QUADRANT:
Role
Definition
Behavior
Implementor
one who fulfills or carries out a Models the change expected of others. plan or procedure
Decision Maker
one who can make up their mind Challenges the status quo to acknowledge the need for on a specific matter change.
Organizer
one who can provide Understands the forces that order/structure in a systematic shape views and actions of clients, customers, or way competitors.
Activator
one who acts like a catalyst in Recognizes the need for change and remove barriers. getting things done
Commander
a person who exercises authority
Enforcer
one who is charged with keeping Presents themselves with self-assurance; have dissident members obedient
Champions the change and enlist others in its pursuit.
“presence”.
Keep these roles in mind as you get to practice using the Authoritative Leadership Style.
The Birkman Profile Summary Report: Authoritative Leadership Role Step One: On your Birkman Report, identify your Component and Preferred Work Styles scores that meet the Authoritative Style criteria by noticing where your scores touch the aqua bars. These are the characteristics you show up with naturally.
Step Two:
Have your coach define any of those scores where the aqua bar touches so you know what strengths you already “bring to the table.”
Step Three:
Identify the scores that do not touch or significantly exceed the aqua bars; these are your opportunities for development.
Step Four:
Decide which questions below are your opportunities for development so you can begin to practice the authoritative style as well as record them on your Role Development Plan (RDP). ¾ Where can I find opportunities to present myself as a self-assured leader with “presence”? Where can I “show up” completely self-confident? ¾ Where do I need to make a change right now? What is getting in the way of me forging ahead with the change? ¾ Which of my direct report(s) is experiencing some roadblocks or barriers that I can remove for them? ¾ Where do I need to challenge the status quo and acknowledge the need for change? ¾ What will it take for me to be a champion of the change and influence others to “buy into” the change? ¾ Where can I specifically model the change that I expect others to embrace? ¾ What do I need to do, be, or have to understand the forces that shape views and actions of clients, customers, competitors, or direct reports?
The Birkman Profile Summary Report: Authoritative Leadership Role (continued) Step Four:
(continued) Decide which questions below pertaining to your Preferred Work Style scores are your opportunities for development so you can begin to practice the authoritative style. 他 Where do I need to tone down my personal knowledge and expertise approach and take more risk with looking at what needs to be changed even if I have no expertise in it? (if I have a high Knowl Mgmt score) 他 Where do I have an opportunity to lead with a new vision in mind? (if I have a high Direct Mgmt or high Deleg Mgmt score)
他 How can I develop a tolerance with ambiguity in planning and visualizing future goals? (if I have a low Global score) 他 Where can I begin to approach current issues from a total picture viewpoint? (if I have a low Global score)
The Roles of Leadership: Rehearsal Strategy Coaching The Coaching Leadership Style works best when you are developing people for the future; such as helping an employee improve performance or developing long-term strengths. The style in a phrase: “try this.” The following guidelines are your “rehearsal strategy” to practice using the Coaching Leadership Style. In order to get feedback about this particular style, your coach will provide you with the following resources: ¾ The Roles of Leadership Color Grid ¾ The Birkman Profile Summary Report: Coaching Leadership Role
The Roles of Leadership Color Grid As you prepare to assume the coaching style, when appropriate, there are six roles a coach can play, representative of the GREEN QUADRANT:
Role
Definition
Behavior
Mentor
one who acts as counselor or teacher
Guide
one who assists
Negotiator
sensitivity and one who deals or bargains with Shows understanding others’ others perspectives. one who incites some action in Offers useful feedback and identify people’s needs for further growth. others
Instigator
Motivator
a
wise Mentors, gives timely coaching, and offers assignments that challenge and foster a person’s skills. Aware of their strengths and weaknesses.
someone who causes you to Open to candid feedback, new perspectives, continuous learning, act and self-development.
Influencer
one who has the power to Is attentive to emotional cues and listen well. persuade
Keep these roles in mind as you get to practice using the Coaching Leadership Style.
The Birkman Profile Summary Report: Coaching Leadership Role Step One: On your Birkman Report, identify your Component and Preferred Work Styles scores that meet the Coaching Style criteria by noticing where your scores touch the aqua bars. These are the characteristics you show up with naturally.
Step Two: Have your coach define any of those scores where the aqua bar touches so you know what strengths you already “bring to the table.” Step Three: Identify the scores that do not touch or significantly exceed the aqua bars; these are your opportunities for development. Step Four: Decide which questions below are your opportunities for development so you can begin to practice the coaching style as well as record them on your Role Development Plan (RDP). ¾ Where can I find opportunities to listen for understanding by using active listening, paraphrasing, and asking facilitative questions with my direct reports? ¾ What will it take for me to focus on understanding other people’s perspectives? ¾ Where are the opportunities for me to give useful feedback in order for my people to grow? ¾ What issues currently challenge me that I could delegate to one of my people and monitor their growth by coaching them? ¾ Who do I need to ask for some candid feedback about my own developmental opportunities? ¾ How can I be open to seeing new perspectives to solving problems? ¾ What will it take for me to become comfortable with my strengths and weaknesses? ¾ How can I develop a life-long learner philosophy?
The Birkman Profile Summary Report: Coaching Leadership Role (continued) Step Four:
(continued) Decide which questions pertaining to your Preferred Work Style scores below are your opportunities for development so you can begin to practice the coaching style. ¾ In what ways can I constantly enhance my expertise? (if I have a low Know Spec score) ¾ What can I do to assume a consultant role? (if I have a low Know Spec score) ¾ How can I tone down my managerial authority? (if I have a high Direc Mgmt score) ¾ Where are opportunities for me to develop skill in planning and strategizing? (if I have a low Deleg Mgmt score) ¾ Where can I achieve results and address problems through delegation? (if I have a low Deleg Mgmt style) ¾ Where can I practice giving presentations, especially in areas that require spontaneous interaction? (if I have a low Public Contact score)
The Roles of Leadership: Rehearsal Strategy Democratic The Democratic Leadership Style works best when you are forging consensus through participation; such as building buy-in or to get input from valuable employees. The style in a phrase: “What do you think?” The following guidelines are your “rehearsal strategy” to practice using the Democratic Leadership Style. In order to get feedback about this particular style, your coach will provide you with the following resources: ¾ The Roles of Leadership Color Grid ¾ The Birkman Profile Summary Report: Democratic Leadership Role
The Roles of Leadership Color Grid As you prepare to assume the coaching style, when appropriate, there are six roles a leader can play, representative of the YELLOW QUADRANT:
Role Listener
Evaluator Definer Measurer
Auditor Observer
Definition
Behavior
one who acts as a wise Listens well, seeks mutual counselor or teacher understanding, and welcomes sharing of information fully. one who assists Promotes a friendly, cooperative climate. one who deals or bargains Encourages participation from with others individuals and groups. one who incites some action Identifies and nurtures opportunities for collaboration. in others someone who causes you to Identifies, values and encourages employee ideas act one who has the power to Balances a focus on task with persuade attention to relationships.
Keep these roles in mind as you get to practice using the Democratic Leadership Style.
The Birkman Profile Summary Report: Democratic Leadership Role Step One: On your Birkman Report, identify your Component and Preferred Work Styles scores that meet the Democratic Style criteria by noticing where your scores touch the aqua bars. These are the characteristics you show up with naturally.
Step Two: Have your coach define any of those scores where the aqua bar touches so you know what strengths you already “bring to the table.” Step Three: Identify the scores that do not touch or significantly exceed the aqua bars; these are your opportunities for development. Step Four: Decide which questions below are your opportunities for development so you can begin to practice the coaching style as well as record them on your Role Development Plan (RDP). ¾ How can I use paraphrasing, active listening, and facilitative questioning when I listen for understanding with each member of my team? ¾ How can I create a friendly, cooperative climate during meetings? ¾ What can I do to encourage participation in team meetings as well as individual meetings? ¾ What do I need to focus on to encourage opportunities for collaboration? ¾ What will it take for me to automatically identify, value, and encourage employee ideas? What gets in the way? ¾ How can I develop a comfort zone in creating a balance between focusing on tasks and relationships?
The Birkman Profile Summary Report: Democratic Leadership Role (continued) Step Four:
(continued) Decide which questions pertaining to your Preferred Work Style scores are your opportunities for development so you can begin to practice the democratic style as well as record them on your Role Development Plan (RDP).
¾ What can I do to encourage others to show their strengths in a particular skill? (If I have a high Know. Spec. score) ¾ Where do I see potential leaders on my team? (If I have a high Direct Mgmt score) ¾ Where do I need to lead through plans and strategy and who is my role model for that? (If I have a low Deleg. Mgmt score) ¾ Where do I need to attend to necessary details before dealing with people issues? (If I have a low Detail score)
¾ What will it take for me to fix problems in a logical, systematic way with minimal delay? (If I have a low Linear score) ¾ What will it take for me to fix problems in a logical, systematic way with minimal delay? (If I have a low Linear score)
Role Development Plan (RDP) Roles
Action To Be Taken*
People/Material Resources Needed
(coach, books, job aids, etc.)
Affiliative
Authorative
Coaching
Democratic *Taken from Opportunities for Development Questions in Step Four
Target Date for Completion
Progress Review