Review of Our Own Leadership Behaviour

In this self-evaluation of leadership style, a thought. We’re making every effort to ensure that the information in this publication is true and correct at the time of publication. However, ILM products and services are subject to continuous development and improvement. We reserve the right to change products and services from time to time. ILM cannot accept liability for loss or damage arising from the use of information in this publication.

Leadership styles

The factors that will influence your choice of leadership styles or behaviours in workplace situations are available below. There are several factors which may affect a manager’s choice of leader style in workplace situations.

1. Task

The first factor is the task. “The task” is a simple way of defining the actual purpose of the team as well as the objectives of the team. A manager needs to be certain that all team members share a common goal. Once this has been clarified it is the manager’s job to guide his team to accomplish these goals.

To make it easier for the manager, the team’s tasks should use the “SMART” principle. They should be specific, measurable, achievable realistic and time bound. Once you clearly define the task, it is then easier for the manager to decide which leadership style to use in the given situation. For example, say that you need to complete an important/urgent task in a short period of time. The manager may decide to use a more direct authoritative/consultative style.

Another benefit of using smart objectives is that employees will get a clearer understanding of what needs to done to achieve the task. With this understanding they will therefore be more likely to accept a sudden change in leadership style. For example if an employee is working in the marketing industry and the given task is a creative one,

The employee will be more likely to understand why the manager has suddenly adopted a more supportive leadership style.

2. Organisational Culture

Another factor which may affect the choice of leadership style of a manger may be the organisational culture and structure. By nature some organisations may only function using a certain leadership style. The leadership style may necessary to achieve success within that specific field of activities. For example a more authoritative/consultative style is necessary in a production factory. This generates a clearly set hierarchy of job roles with very little room for error.

The culture of an organisation is the byproduct of the shareholders who own the company. They set the standards, which are then a reflection of the whole organisation. For example, say that the leadership style is supportive in nature. In turn, managers will also need to use this type of leadership style.

Within the working environment we have the “actual working environment.” Once a work team has been established individuals must adjust to each other’s personalities as well as getting used to working in a team to achieve a common goal. Team members may come from various backgrounds and departments. Some individuals may be familiar with working in an environment that lacks resources. Meanwhile, others may generally expect to have resources. Therefore it is important that a manager identifies the needs of the team and adjusts his leadership style to create team cohesion accordingly.

3. External Matters

The external macro environment can also influence the choice of leadership style. Factors such as competition, legislation, change to regulations, supplier & customer activity can affect the leadership style. It is therefore important for a manager to be flexible in terms of leadership style and apply the correct style were needed.

The reason why these leadership styles or behaviours are likely to have a positive effect on individual and group behaviour is explained

Leadership styles can have a positive effect on individuals and group behaviour when they are used appropriately in a given situation. When the team understands the task as well as the manager understands the task they will learn to accept his leadership style. Sharing the SMART objectives with the team will create trust in the manager’s leadership style.

Certain types of work may require different types of leadership style. For example the police may use an authoritative leadership style, while an architecture company may use a supportive leadership style. Both types of styles suit the given environment and would probably be expected by employees. The police works in an environment were a rapid response is needed to deal with change. If the employees’ expected leadership style is congruent to the actual leadership style practised in the organisation it may have a positive effect on individuals or group behaviour. Additionally employees will be more likely to perceive the leadership style as positive if it is logically correct.

If the leadership style used in the organisation helps to achieve tactical & strategic objectives, employees will be more likely to perceive this leadership style as positive. Furthermore, say a manager gets positive results from a certain leadership style. In turn, they will be more likely to use that style in the future.

Group & Individual Benefits of Consistent Leadership Behaviour

Regardless of Leadership style certain types of leadership behaviour can also have a positive effect on an individual or group. Firstly a leader should be dependable. If he possesses this behavioural trait, an employee will be more likely to confidently trust them to do and say what they say they will. For example, say a leader promises to reward the team if they achieve the target. If they do this timely it will have a positive effect on the group.

Integrity is another important behavioural trait which a manager should practice. Honesty and uprightness, or an adherence to moral principles will be respected by employees. This will in turn have a positive effect on individuals and the group.

Consistency is Key

A manager should be consistent in order to have a positive effect. He should be steadfast and unchanging, not altering his mind after every new suggestion or setback. This behaviour is closely linked to decision making. A manager needs to be clear in his mind about the problem. Then, they must collect facts and opinions before he makes a decision.

Staying balanced and consistent can have a positive effect on individuals and group behaviours.

The leader should avoid using too much jargon or complicated terminology, because at certain points team members may have to explain their team to others. If they cannot do this without causing confusion they will feel less inclined to support the team’s overall purpose. Alternatively this may have a negative effect on the individual or group.

In terms of leadership behaviour it can be said that a manager needs to meet all the above mentioned behavioural traits in order to have a positive effect in an individual or group. However one must remember that certain individuals may necessitate more or less of one trait than others. You can never make everyone a hundred percent happy all the time.

Self-Evaluation on Leadership Behaviour

Own leadership behaviours and potential is assessed in the context of a particular leadership model and organisation’s working practices and culture using feedback from others.

In my organisation I work as a customer service manager. On a daily basis I have to use my leadership skills in order to manage the work and people in the customer service department in order to fulfil the company’s objectives.

In my opinion I believe my dominating leadership style to be the authoritative style. However sometimes my leadership style may have to adapt itself to the given situation. For example, say that a new employee joins my customer service team. As a result, I would probably use a more supportive leadership style to help him learn and adapt.

The UAE Factor

Since we are a UAE representative office our company culture is quite different from our culture at the headquarter office. The general manager sets the company culture in our office. He uses a very authoritative leadership style which reflects how we work.

For example if the general manager frequently monitors and controls individual and team performances, I have to do the same within my customer service team.

Furthermore I use the following leadership skills within my customer service team. Creating and sharing a vision with the team, setting smart objectives, allocating tasks, allocating roles and responsibilities, monitoring performance, controlling activities, observation of individual & team performances, giving constructive feedback and ideas for the development of skills were needed.

The feedback from my customer service team has also suggested my dominating leadership style to be authoritative however there were certain elements of consultative and supportive styles present. My team referred to the following leadership skills such as resolving conflict, facilitating discussion, motivating, listening and facilitating development. These skills are not commonly classified as authoritative.

Dominating Style

My dominating leadership style is authoritative in the majority of situations. The use of this particular leadership style is linked to the company culture created by our general manager, who himself uses an authoritative leadership style. However as described by my colleagues, I do use skills which derive from other leadership styles depending on the situation and environment.

As a manager it is important to be a master of not only one but all leadership styles and to know when to use them appropriately.

Appropriate actions to enhance own leadership behaviour in the context of a particular leadership model is described.

Taking into consideration my dominating leadership style is authoritative there are several ways which to enhance my leadership behaviour.

Know Thyself With Leadership Style

My own way would be to practice self-knowledge and self-awareness, these are both qualities required by any manager. In order to develop these qualities one must act upon constructive feedback he receives from his internal or external environment. The feedback can be attained from a number of sources including team members, other colleagues and their line managers. Additionally a leader needs to be observant and take into account his own actions and the impact it has on others.

Alternatively it might be wise for me to find a role model I can learn from. It would have to be someone I respect highly and whose leadership I admire. If the role model agrees to mentor me, my leadership skills could greatly benefit.

Another way of enhancing my own leadership behaviour would be to “be myself.” It is important to do things in your own way maintaining the same high standards you set yourself.

Keeping my objectives clearly in mind could help me become a better leader. The strategic long term goals are significant and not the small problems which may occur along the way.

As a final point sticking to my principles and keeping a high level of integrity may enhance my leadership behaviour. Regardless of which leadership style a manager uses in the office if all above enhancements are fulfilled employees will be more likely to accept you and the way you work.

References

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• Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A., 2018. Leadership behavior and employee well-being: An integrated review and a future research agenda. Leadership Quarterly, 29, pp. 179-202. https://doi.org/10.1016/J.LEAQUA.2017.12.006
• Jong, J., & Hartog, D., 2007. How leaders influence employees’ innovative behaviour. European Journal of Innovation Management, 10, pp. 41-64. https://doi.org/10.1108/14601060710720546
• Chiok, J., Loke, F., Mba, R., & Ccnc, B., 2001. Leadership behaviours: effects on job satisfaction, productivity and organisational commitment. Journal of Nursing Management, 9, pp. 191-204. https://doi.org/10.1046/J.1365-2834.2001.00231.X
• Einarsen, S., Aasland, M., & Skogstad, A., 2007. Destructive leadership behaviour: A definition and conceptual model.. Leadership Quarterly, 18, pp. 207-216. https://doi.org/10.1016/J.LEAQUA.2007.03.002
• Hiller, N., Sin, H., Ponnapalli, A., & Özgen, S., 2019. Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviours from 152 studies. The Leadership Quarterly. https://doi.org/10.1016/J.LEAQUA.2018.11.003