Affiliative Leadership

1
Affiliative Leadership What is it?

• Builds relationships with and among employees at
  personal and professional level
• Seeks to care for the whole person, not just
  professional side
• Provides emotional support
• Recognizes and shares emotions
• Seeks to increase harmony in workplace

In Susans example of working with doctoral
students, what is a potential positive outcome of
using this style? And, a potential negative
outcome?
2
Affiliative Leadership Benefits

• Increases harmony in the workplace
• Tool for improving morale and communication
• Helps individuals get through rough times

3
Affiliative Leadership Drawbacks

• Can be too nice
• Overly worried about getting along with people
• Avoid confrontations
• May leave followers with unclear direction

4
Affiliative Leadership What is required?

• Collaborative competence
• Empathy ability to sense feelings, needs,
  perspectives of others
• Skill at conflict management
• Willingness to engage at an emotional level

5
Affiliative Leadership When is it appropriate?

• To heal an organizational rift
• To motivate during stressful times
• To strengthen relationships
• To help individuals through personal problems
• In combination with other styles

6
Coaching Leadership-What is it?

• Deep conversation with employee that goes beyond
  short-term concerns
• Focus on personal and professional development
• Explores personal dreams, goals, career hopes
• Helps individual develop to achieve long-term
  goals
• Gives assignments that stretch

7
Coaching Leadership Benefits

• Connects what an individual wants to achieve with
  organizational goals
• Communicates genuine interest in people, not
  treating them just as tool
• Helps establish trust
• Can provide meaningful guidance
• Boost employee self-confidence

8
Coaching Leadership Drawbacks

• Takes time away from production-oriented
  activities
• Will fail if employee lacks motivation
• May be perceived as unfair by those given less
  attention
• If done poorly, may look like micro-managing

9
Coaching Leadership What is required?

• Willingness to invest time and energy in people
• Empathy
• Communication skill
• Understanding of professional field and its
  demands

10
Coaching Leadership When is it appropriate?

• To help employees improve performance in building
  long-term capabilities
• With motivated career professionals

In your own career history, who is the leader
youve worked with or for who most exemplifies
the coaching style? What impact did he or she
have on you?
11
Authoritative Leadership What is it?

• Individually and with others develops vision of
  where organization is going
• Provides big picture framework
• Continually reminds group of larger purpose of
  the organization

12
Authoritative Leadership Drawbacks

• If not well conceived, may lead in wrong
  direction
• Leaders may appear pompous or out of step
• May inhibit consideration of opportunities
  outside the vision

13
Visionary Leadership What is required?

• Ability to conceptualize
• Ability to inspire others
• Willingness to share information and aspirations
• Willingness to focus attention and set priorities

14
Visionary Leadership When is it appropriate?

• When the organization is adrift and needs clear
  direction
• When dramatic organization change is needed
• When employees are not psychologically connected
  to organizational purpose

15
Styles in a Phrase
Style Phrase
Commanding (Coercive) Do what I tell you.
Pacesetting Do as I do, now.
Democratic What do you think?
Affiliative People come first.
Coaching Try it this way.
Authoritative (Visionary) Come with me.
16
Style and Nonprofit Organizational Life Cycle
Soar
Maturity
In the box
Renewal
Growth
Falter
Turn around
There must be a sound Business Concept
Conception
Inflection Points
Exit
Strategic Choices occur at Inflection Points
Startup
Fail
17
Your repertoire of styles

1. Which is your default style?
2. Which is the greatest challenge for you to use?
3. Which is needed in your current role?
4. Which would you like to develop so that you are
   even more effective with it?

• Commanding
• Pacesetting
• Democratic
• Affiliative
• Coaching
• Visionary

18
Assignment OptionsSend via email to
susanwilkes_at_comcast.net by April 13.

• If you DID solicit the EQ feedback

• If you did NOT solicit the EQ feedback

• In one page, please
• Comment briefly on what you learned from the
  feedback and how you can use the information to
  enhance your leadership (one paragraph)
• Discuss which style you want to incorporate more
  fully into your leadership, why you selected that
  one and how youll develop it (one paragraph)

• In about 3 pages, write an analysis of your
  repertoire of leadership styles. Answer the
  questions on the previous slide, but expand upon
  your answers. Please connect what you know about
  yourself with what is needed/most effective at
  this time in your nonprofit. Also, please end
  with how you will continue to develop your
  style(s) as you become an even more effective
  leader.

If you are more interested in deepening your
understanding of social intelligence
Watch http//www.youtube.com/watch?v-hoo_dI
OP8k and write a brief (one page) reaction which
summarizes the main points and indicates how they
apply to nonprofits or your work.
19
Lunch

• Please return in one hour. After lunch, team
  applications of EQ.

20
EQ and Teams

• In general, groups make better decisions than
  individuals do.
• The exception is when the group lacks the ability
  to cooperate, even brilliant individuals make bad
  decisions.
• The EQ level of the individuals, and especially
  the leader, makes a difference

21
EQ-Related Role of the Team Leader

• Listen for whats really going on in the group
• Raise the groups level of self-awareness
• Model and encourage EQ competencies
• Build groups norms of empathy and orientation
  toward the whole
• Enhance positive emotions

22
Hope Diamond A model for effective functioning
in teams
Where Direction Purpose
Will Motivation Confidence
Way Methods Plans
We Cohesion Care
23
WHERE- Direction and Purpose

• Clear purpose of the team
• Sense of vision and mission
• Common goals
• A game plan

24
Goal!

• A few minutes with Stephen Covey, author of The
  Seven Habits of Highly Effective People

25
WAY- Plans and Methods

• Agreement on how the team should accomplish its
  mission
• Effective procedures to guide functioning
• Understanding of roles and responsibilities of
  members
• Means to handle disagreements and solve problems

26
WE- Cohesion and Care

• Effective listening skills
• Open and inclusive communication
• High level of trust
• Feeling of comradery
• Genuine concern for other members

27
WILL- Motivation and Confidence

• Energetic pursuit of goals
• Sense of accomplishment -- that past experience
  has prepared team for future
• Mindset of success -- that team accomplishes the
  goals it sets
• High motivation to pursue common goals

28
The Team Hope Walk

• An Experiential Activity