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Leadership styles and getting the best from people. - Coggle Diagram
Leadership styles and getting the best from people.
D. Goleman (2006) -
Different styles of leadership
Coercive
Authoritative
Affiliative
Democratic
Pace-Setting
Coaching
Emotional Intelligence
- P. Fleming (2019)
Managing not only our own emotions - but that of those we work with as well.
Getting interpersonal skills and emotional intelligence right is crucial.
Not only our emotions, but moods and feelings we display when interacting with others.
Reaction to change
Important to acknowledge:
The initiation of change will be both rational and non-rational, and responses to it will be likewise.
People and systems respond to change both in a logical way and in a way which is clearly underpinned by emotions. (James and Connolly, 2000: 19)
Having the emotional intelligence to cope with this is important.
Behaviour of me as middle leader
The importance of understanding emotions -
Self-reflection on my own behaviour
As an individual, I bring my own traits, values and understanding
Understanding policy and context are important. But understanding myself is just as important to be an effective middle leader.
The psychodynamics approach
- M. Crawford (2014) & E. Stech (2013)
Focusing on how personality impacts work relationships.
Especially true when conflict occurs.
Increased understanding can improve tolerance.
Being more aware of 'who I am' is important in helping to find out 'who I will become'.
Leading others in an ethical way (and understanding my own leadership needs and behaviours) can help me become more effective in a range of scenarios.
Relational Trust
- V. Robinson (2015)
Within teams will be a variety of strengths and weaknesses, talents and professional learning needs, therefore, knowing what those are, adapting our approach as and when needed, is crucial for a middle leader to be successful.
Likewise, actually understanding the staff in our teams helps us, as middle leaders, to manage tasks and help us choose the right staff for any given task. This allows us to fully utilise and skills available to us in our Teams to help ensure successful outcomes.
Leaders have an ethical obligation to make decisions based on high quality information and high quality thinking.
Without respect, they will not be able to build the relational trust needed to get good feedback about their thinking and to build the collective responsibility and commitment required to improve teaching and learning.
With valid information and respectful processes in which people feel heard and have genuine opportunities to exercise influence, staff are more likely to feel committed to decisions. (V. Robinson 2015).