Leadership Flexibility a Must

I’ve been a manager for several years, and have been comfortable with my authoritative, take-charge style. I’m finding that many of today’s younger, high-tech employees resist this style, and I’m puzzled. Early in my career I watched what successful managers did, then imitated them. But many of our newer people— highly educated— want faster results, and won’t take the time to “learn how it’s done.” Am I wrong in pushing for more compliance? —Andrew D. (Annapolis, MD)

It’s “wrong” only if it’s not working, which seems to be the case. With the growing pressure to develop high-tech skills in a fast-paced environment, many younger employees believe that the best way to success is to “hit the ground running” and keep the fast pace relentlessly. And in many cases, they’re right, since our world is growing at warp speed. In the process, there may be major gaps in their perceptions of the best way to grow and get ahead. As a result, most successful managers find that only with flexibility in their leadership style can they be effective—especially when leading younger, well educated employees.

More than 20 years ago, Ken Blanchard and Paul Hersey pioneered the idea of situational leadership (Direct, Coach, Participate, Delegate), and it’s still considered a proven way to lead others. Two years ago, consultant Daniel Goldman (goleman@javanet.com) conducted a study for the Hay Group in Boston (haytrg@haygroup.com) and further confirmed that flexibility gets the best results. As reported in the Harvard Business Review, his random sample of more than 20,000 executives worldwide revealed six distinct leadership styles. He found that leaders with the best results use most of the six styles in a given week, depending on the situation: Coercive, Authoritative, Affiliative, Democratic, Pacesetting, and Coaching.

Coercive.

(“Do what I tell you.’) This leadership style demands immediate compliance, triggered by a drive to achieve, initiate, and establish control. The style works especially well in a crisis, to start an organization or product turnaround or deal with problem employees. The overall impact on the climate is negative, especially if this style is used exclusively. Over the long haul, this style must be offset by the leader’s relaxing the pressure, celebrating the victories, and significantly recognizing and reinforcing positive behaviors. Without this balance, expect a “flight or fight” reaction from employees.

Authoritiative.

(“Go along with me.”) This style mobilizes people toward a vision the leader has about the success of the venture. The leader shows self-confidence, empathy and projects the image of a change catalyst. The style works best when changes require a new vision, or when a clear direction is needed. This usually has the most positive impact on the climate on the organization. (If your style really is basically authoritative, as you suggest, and not authoritarian or coercive, you’re probably in good shape, but consider alternative styles, as needed.)

Affiliative.

(“People come first.”) This style creates harmony and builds emotional bonds throughout the organization. Use it to show empathy, build relationships, and open lines of communication. It works especially well when you want to heal a rift in a team, or to motivate people during times of stress. It has a positive impact on the organization.

Democratic.

(“What do you think?”) This style forges consensus through participation. It relies on collaboration, team leadership and communication. It’s especially helpful when you want to build buy-in or consensus, or get input from valuable employees. It has a positive effect on employees, because they realize that you believe what they think is important.

Pacesetting.

(“Do as I do, now.”) Leaders who use this style set high standards for performance. You show that you’re conscientious, have a drive to achieve, and will usually take the initiative. You project a strong sense of right and wrong. This works well when you need quick results from a highly motivated and competent team. At the same time, the impact on the organization is usually negative, because people feel inadequate, they think they can’t possibly meet your standards.

Coaching.

(Try this.”) Use this to develop people for the future. You show empathy, self-awareness of your own ability as well as the inherent value of your people. You send a consistent message that you’re committed to helping your people develop to their maximum potential. Use this style to help an employee improve performance or develop long-term strengths. It has a positive effect, both short- and long-term.

Think of the six styles as six tools you carry with you each day—each one designed to do a specific job. (You wouldn’t get the same results if you used a screwdriver all the time instead of choosing a pliers, hammer, or saw, as needed.) Especially with the growing respect for diversity, age, skills, intellectual ability and emotional behavior, smart leaders choose the right style to match the person and situation.