|
|
| Line 1: |
Line 1: |
| − | ="Let me tell you where we are going as a team"=
| + | The Authoritative Leadership Style |
| − | The primary objective of the authoritative style is providing '''''long term direction and vision'''''. The authoritative style provides clarity. It helps team members to understand what they need to do, how they need to do it and -- most importantly -~ why it matters. It provides the ‘big picture'. It creates a positive team climate, in which team members are able to give their best. When team members are highly experienced and capable - when they know best, the manager needs to acknowledge this and secure their input in creating the vision and in deciding how to achieve it. | |
| − | | |
| − | | |
| − | <html><img src = "/static/files/MBI/Module%2015/authoritative.png" width="400"/></html>
| |
| − | | |
| − | | |
| − | =The authoritative style in action=
| |
| − | When using this style a manager:
| |
| − | * develops and articulates a clear vision and direction for the team
| |
| − | * solicits team members’ perspectives on the vision, and the best way to get there, without surrendering authority
| |
| − | * sees selling the vision as a key part of the job
| |
| − | * persuades team members by explaining the why's behind the vision
| |
| − | * sets standards and monitors performance in relation to the larger vision
| |
| − | * uses balanced feedback to enhance motivation.
| |
| − | =When the authoritative style is most effective:=
| |
| − | The authoritative style is most effective:
| |
| − | * when a new vision or clear direction is needed -- in times of change
| |
| − | * with new team members who depend on the manager for guidance
| |
| − | * when the manager is perceived to be the expert or source of authority.
| |
| − | =When the authoritative style is least effective:=
| |
| − | * with sophisticated and experienced team members who know as much -- if not more -- than the manager'
| |
| − | * when trying to promote self-managed work teams and participative decision-making.
| |
| − | =If you need to be ''more'' authoritative=
| |
| − | If you feel the situation needs you to be more authoritative:
| |
| − | * '''Create a clear vision for your team of what you want to achieve'''
| |
| − | ** Formulate and communicate a strategy of how you plan to achieve your vision. Give your team members measurable objectives. Your vision should be desirable and feasible. Make clear to everyone how the vision relates to your own objectives and how your objectives are reflected in your expectations of them.
| |
| − | * '''Take a day to work away from your normal workplace'''
| |
| − | ** Use the time to think about the vision for your team. What are you trying to achieve as a team? Your vision is a powerful 'contribution to your team’s effectiveness
| |
| − | * '''Provide the rationale'''
| |
| − | ** Explain the ’whys’ associated with your decisions or actions. Try to link these to the larger goals and objectives of the organization.
| |
| − | * '''Delegate responsibility clearly'''
| |
| − | ** Your job is to persuade and influence others to do their best. lt is not about doing the work yourself.
| |
| − | * '''Solicit input'''
| |
| − | ** Ask your team for their ideas, thoughts, feelings and concerns about anything related to the goals and functioning of the team. Respond quickly and honestly.
| |
| − | * '''Provide feedback'''
| |
| − | ** Let each person know when you feel they are doing well, or when they are not doing well. Be specific about what behavior you see, whether or not it should continue and why. Give feedback on a regular, on-going basis.
| |
| − | * '''Administer rewards and sanctions fairly'''
| |
| − | ** State policies firmly. Do not discriminate. Reward team members for outcomes and behaviors that support your vision.
| |
| − | =If you need to be ''less'' authoritative=
| |
| − | If you feel the situation needs you to be less authoritative:
| |
| − | * '''ls this just a habit?'''
| |
| − | ** ls being authoritative part of your organizational culture?
| |
| − | ** Do you have credibility?
| |
| − | ** Do your team members really understand your vision - or have faith that it will deliver?
| |
| − | ** How do you make it real for them?
| |
| − | * '''Are there other issues that you’re not confronting?'''
| |
| − | ** Are team members interested in making a difference?
| |
| − | ** Or do they just want to be told what to do?
| |
| − | ** Are there performance issues that you need to deal with first, to raise standards in the short term, before focusing on your vision?
| |
| − | * '''What might you be missing out on?'''
| |
| − | ** Should team members be shaping the vision? Do they have knowledge and insights that you don't?
| |
| − | ** Will the team be more effective if you make decisions together?
| |
| − | * '''How do you see yourself as a manager?'''
| |
| − | ** Do you see your role as primarily about setting direction for the team?
| |
| − | ** Do you believe that you are the only one with the insights, values or experience to do this?
| |
| − | ** Will you be able to maintain this in the long term?
| |
| − | ** Which other approaches might be more fulfilling for you -- and for your team?
| |
| | [[Category:goleman]] | | [[Category:goleman]] |
| | | | |
