10 Leadership Styles That Build Better Teams
Leadership
doesn’t have a one-size-fits-all definition. There are many different
leadership styles in management and each plays an important role when it
comes to building productive work teams. We can all identify leaders in
our lives that stand out as visionaries, others as strategists, and
still others as motivators or peacemakers. The list goes on and on. As
is often the case in individual departments or in organizations as a
whole, no single leader embodies all leadership styles in management and
thus will always be more successful at building teams when surrounded
by managers with different but just as effective leadership styles.1. Visionaries
Visionary leaders see the big picture. They chart the path ahead and inspire others to follow their lead. But many visionaries don’t have the skill set to create the specific plan that will be required to achieve their vision.2. Entrepreneurs
Individuals with entrepreneur leadership styles in management have the determination to give the project momentum and turn the visionary’s big idea into a reality. Entrepreneurs give the project focus and communicate how realizing that idea will benefit everyone involved.3. Strategists
These types of leaders have the ability to break down the big picture into manageable tasks that can be divided amongst the different areas of expertise that exist throughout the organization.4. Directional leaders
As critical decisions need to be made along the way, the directional leader determines with certainty whether and how best to grow or consolidate resources, and whether to keep going down the same path.5. Team-makers
Employees with team-maker leadership styles in management understand the strengths and weaknesses of the team and have the ability to gather together a group of employees who, when their talents and skills are combined, move the project forward.6. Monitors
These types of leaders keep the project on track by setting key milestones and ensuring everyone on the team is moving in the same direction and at the same pace.7. Motivators
The motivator is skilled at energizing people. This type of leader has the complete trust of the team and sets goals, provides incentives, and rewards achievements along the way.8. Shepherds
Shepherds have leadership styles in management that are concerned with the welfare of individual team members. They are keenly aware of morale and excel at one-on-one meetings with employees who may be disillusioned with the project or other leaders.9. Re-engineering leaders
These types of leaders emerge when the project has veered off-track. They are adept at seeing exactly what has gone right, what has gone wrong, how teams can be rearranged, and how strategies can be revived to realize the vision and achieve the goals.10. Bridge-builders
When re-engineers may have helped set forth a new vision, bridge-builders are quick and skilled at listening, negotiating, compromising, and generally understanding the disparate needs of different employees.Each of these ten different leadership styles in management is integral in building a cohesive team to achieve the project’s goals and ultimately propel the organization forward. One of the keys to effective management is recognizing the strengths of employees and empowering them to implement their own leadership styles.
Read more at http://under30ceo.com/10-leadership-styles-that-build-better-teams/#ff8M9Zx5yxVvwEi7.99
What is the Difference Between Management and Leadership?
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A leadership guide featuring step-by-step how-tos, Wall Street Journal stories and video interviews with CEOs.Tips
- Leadership and management must go hand in hand.
- Workers need their managers not just to assign tasks but to define purpose.
- Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
Related How-Tos
-
Feedback
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing.
Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.
But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.
With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”
What is the Difference Between Management and Leadership?
NEXT IN Developing a Leadership Style »
- Email
- Printer Friendly
- Share:
-
Text Size
Lessons in Leadership
A leadership guide featuring step-by-step how-tos, Wall Street Journal stories and video interviews with CEOs.Tips
- Leadership and management must go hand in hand.
- Workers need their managers not just to assign tasks but to define purpose.
- Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
Related How-Tos
-
Feedback
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing.
Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.
But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.
With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”
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