| Introduction | | | | Which decision is better, the narrow context of |
| | | | | the expert or the broader view of the |
| What's your leadership style? In his 1994 book, | | | | generalist? It depends, and that is why the best |
| renowned leadership guru Jimmy Johnson (ok, he | | | | leaders recognize that they need to adapt their |
| was renowned as a football coach -- but that's a | | | | leadership style to the situation. |
| leadership role too!) spoke of his leadership style. | | | | |
| | | | | How to Decide Who Decides |
| What he said was "I'm totally consistent; I treat | | | | |
| everybody differently." He went on to explain | | | | If you're going to be a situational leader, good for |
| how different players responded to different | | | | you. You'll need to figure out what aspects of a |
| stimuli, ranging from private counseling to public | | | | situation to consider. Here are some ideas: |
| humiliation and effective use of the press. We're | | | | |
| not all leading a football team, so the tools we use | | | | - What's at risk? -- Think about customers, |
| may be different. But Jimmy's philosophy is a | | | | financials, PR, etc. The greater the risk, the |
| good one. | | | | more you, the leader, are going to be held |
| | | | | personally accountable. Delegate high risk |
| Textbook Leadership | | | | decisions only to those in whom you have |
| | | | | supreme confidence. |
| Today's leadership tip is straight out of Jimmy | | | | |
| Johnson's philosophy. Academics like to describe | | | | |
| three general leadership styles, and they do it in | | | | - Skills and Experience -- Who is best qualified to |
| the context of decision making. | | | | handle a situation or make a specific decision? |
| | | | | Let that person do the job. If it's you, don't |
| - Authoritarian or autocratic -- Leader makes all | | | | automatically take it on. Consider the other |
| decisions, using his or her own knowledge, | | | | factors in this list first. |
| contacts or methods. | | | | |
| | | | | |
| | | | | - Opportunity -- Does a situation or decision offer |
| - Participative -- Leader makes all decisions, after | | | | the chance to build someone's leadership profile, |
| active consultation with staff to solicit their ideas | | | | and their confidence, at a reasonable level of |
| and input. | | | | risk? Don't pass on the chance to build your |
| | | | | people up and let them demonstrate their |
| | | | | capabilities. |
| - Delegated or self managed -- Leader sets | | | | |
| strategy and direction, is not generally involved in | | | | |
| decision making. All decisions pushed to lowest | | | | - Confidence -- Obviously you're not going to turn |
| possible level of organization. | | | | critical decisions over to people in whom you are |
| | | | | not confident. On the other hand, if you're |
| | | | | always finding yourself less than confident, what |
| In the 80's and early 90's there was a great deal | | | | kind of team have you built? |
| of emphasis on self managed teams (the third | | | | |
| style). There is a lot to be said for giving | | | | |
| decision making authority to subject matter | | | | If you're locked into one leadership style, you're |
| experts. Problem is, experts tend to make | | | | locked out of something as well. Show flexibility |
| decisions in a narrower context than do | | | | based on the situation and you'll make better |
| generalists. | | | | situations. Your people will notice, and so will |
| | | | | your boss, your board, and your customers. |