Leadership Styles: Discovering Your Own Style and Appreciating Differences

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Leadership StylesDiscovering Your Own Style and
Appreciating Differences

• David M. Irby, Ph.D.
• University of California
• San Francisco

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Preview

• Understanding Your Style Preferences
• Appreciating Differences
• Communicating Effectively
• Creating Productive and Cooperative Teams

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Leadership Styles

• Leadership involves achieving remarkable results
  through others
• Styles are systematic ways of perceiving,
  thinking and acting
• Styles provide four windows on the world
• Ideals, Action, Logic, Harmony(feelings)
• Everyone has each style and has preferences
• Each style has strengths and challenges

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Understanding Your Style Preferences

• Idealist
• Activist
• Analyst
• Harmonizer

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Idealist Style

• Pursues excellence and ideals
• Helps and supports others
• Stresses cooperation, participation and loyalty
• Does what is right
• Listens to others

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Idealist Style Challenges

• Set realistic expectations
• Initiate action
• Remain flexible

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Activist Style

• Action and task oriented
• Takes charge and gets results
• Leads in direct and forceful manner
• Organizes others and achieves results

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Activist Style Challenges

• Reduce speed
• Involve others
• Focus
• Follow procedures

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Analyst Style

• Analytical, methodical, practical
• Objective and rational
• Establishes and follows plans
• Relies on fair policies and procedures

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Analyst Style Challenges

• Move more rapidly without data
• Set priorities
• Be sensitive to feelings

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Harmonizer Style

• Enthusiastic and sociable
• Flexible and adaptable
• Seeks consensus and harmony
• Works for flexible and adaptive solutions

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Harmonizer Style Challenges

• Be organized and task oriented
• Maintain direction
• Confront differences

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Four Style Preferences

• Idealist
• Activist
• Analyst
• Harmonizer

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Understanding Differences

• Select your most preferred style
• 1. Idealist, 2. Activist, 3. Analyst,
  4. Harmonizer
• Assemble by style
• If more than five, sub-divide
• Introduce yourselves
• Appoint a recorder
• Discuss the case (general approach)

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Four Style Preferences

• Idealist
• Activist
• Analyst
• Harmonizer

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Communicating Effectively

• Lead with your strength
• Appreciate differences
• Adapt to different styles
• Use multiple approaches

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Creating Productive and Cooperative Teams

• David M. Irby, PhD
• University of California
• San Francisco

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Preview

• Style Differences How they help and what
  they want
• Case Discussion
• Creating Effective Teams

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How Idealist Helps

• Helps by being available, non-directive,
  encouraging
• Wants to be responsive and helpful, to pursue
  ideals and excellence, and to show concern for
  others

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How Activist Helps

• Helps by taking initiative, offering suggestions,
  seeing opportunities, confronting problems
• Wants opportunities to perform, to meet a
  challenge, to take initiative and to be
  responsible

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How Analyst Helps

• Helps by providing informative and practical
  advice, analyzing problems step by step
• Wants opportunities to be analytical, to use
  familiar procedures, and to build on what is
  known

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How Harmonizer Helps

• Helps by listening with warmth and empathy, and
  helping others to come up with their own answers
  and meaning
• Wants a chance to be with others, to use humor,
  and to be in the spotlight

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Working as a Team A Case Study

• Assemble by number
• Introduce yourselves and describe your styles
• Discuss the case
• Identify the styles of each team member
• Describe how each of you would orient the team
• Obtain reactions of others to your proposal

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Four Style Preferences

• Idealist
• Activist
• Analyst
• Harmonizer

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Creating Effective Teams

• Orient and provide clear expectations
• Ask for learner goals, interests, background
• Create an enthusiastic and supportive learning
  climate
• Provide direction, follow-up, feedback
• Coordinate with senior resident and seek
  assistance when problems arise

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Conclusion

• Teams work most effectively when
• differences are acknowledged and affirmed
• Each persons unique contributions can be made
• Decisions and actions are based upon diversity of
  perspectives