Assessing Leadership Styles

1. Assessing Leadership Styles

2. Purpose Characteristics of an effective leader Identify leadership style and philosophy Areas for growth and improvement Challenges Diversity is the spice of life

3. Characteristics of Effective Leaders “Leaders are individuals who guide, direct, motivate or inspire others” (Barrett, 2014, p. 3). Effective Leaders are: Trustworthy Credible Able to motivate and inspire Able to drive a group toward accomplishment of goals Are willing to lead by words & actions

4. City Year Leadership Defined by

5. My Leadership Style Philosophy: A leader should be willing to do everything that they expect their employees to do A leader should lay out the path for success Failing to plan, is planning to fail Leadership style: A compliment of visionary and coaching According to Barrett (2014), leadership styles may differ from leader to leader, situation to situation or organization to organization.

6. Areas for Growth Improve aspects of “democracy” Democratic leaders are “adept at including others in idea generation and problem solving” (Barrett, 2014, p. 344). Actively work to show credibility and build trust Team builders / exercises 3. Work to improve Emotional Intelligence Engage in bi-weekly trust building activities and practices (Lencioni, 2002) and (Maxwell, 2001).

7. Challenges Prejudice: Person of color Female Research by Lopez, et. al, revealed that “individuals’ perceptions about a typical man and a typical leader had several similarities, but there were few perceived similarities between a typical woman and a typical leader” (Lopez, et. al, 2012, p. 98). This sets men up to be as forward and carefree in their perceived leadership roles and causes women to have to chose between being viewed as a “lady” or a leader.

8. Theories

9. Skills Approach A leader-centered perspective that emphasizes the competencies of leaders Three-skill approach: technical, human and conceptual Adapted and tested in the military

10. Situational Approach The situational approach is constructed around the idea that employees move forward and backwards along the developmental continuum, which represents the relative competence and commitment of subordinates . Success: Determine where employees are on the continuum Adapt leadership to developmental level Set goal Adjust as necessary

11. Transformational Leadership Transformational leadership is a process that changes and transforms people. Concerned with emotions, values, ethics, standards and long-term goals Treat employees as full human-beings Moves followers to accomplish more than is usually expected

12. Servant Leadership Emphasis : ethical leadership, attentive to the concerns of followers, able to empathize, able and willing to empower followers, capable of developing full personal and professional capacities.

13. Authentic Leadership

14. Authentic Leadership Fig. 11.2 on page 259 Fig 11.3 p. 263

15. Personal Reflection

16. Be Your Best Self Be open to growth Embrace versatility

17. Discussion

18. References Barrett, D. J. (2014). Leadership Communication . New York: McGraw Hill Education. Maxwell, J. (2002). The five levels of leadership. New York: Center Street. Lencioni, P. (2002). The five dysfunctions of a team. San Francisco, CA. Jossey-Bass. Lopez-Zafra, E., Garcia-Retamero, R., & Berrios Martos, M. P. (2012). The relationship between transformational leadership and emotional intelligence from a gendered approach. The Psychologocial Record, 62, 97-114.