The cost of driven team leadership styles
In Leadership Run Amok: The Destructive potential of Overachievers in the July 2006 Harvard Business Review the authors argue that by only focusing on tasks and goals, a leader can actually damage performance.
The authors interviewed 21 senior managers at IBM and concluded that leaders achieve the best results if they use a cocktail of leadership styles – each chosen for the particular circumstances at hand.
The key styles are:
- Directive – strong sometimes coercive
- Visionary – clarity and communications
- Affiliative – harmony and relationships
- Participative – collaborative and democratic
- Pacesetting – personal heroics
- Coaching – long-term development and mentoring
What is your dominant leadership style?
Do you just have one style or do you have access to a portfolio of styles you can draw on as the situation demands?
Bioteams Books Reviews
Poor organisational intelligence leads to 'coblaboration' instead of collaboration.Harvard Professor, David Perkins, in his latest book, "King Arthur's Round Table : How Collaborative Conversations Create Smart Organizations", discusses the importance of "organisational Intelligence" and "developmental leadership" and how the absence of these leads to coblaboration rather than collaboration in organisational teams.