Autocratic vs advisory leaders

Speaking of leadership styles, there are several different types to choose from. However, whatever the model, it is never easy to implement or practice a certain style of leadership and hopes to achieve the results that were intended. "Leader" in itself is both art and science. One key issue that all leaders should have is their ability to convey their perspectives and values ​​to the people they are leading and to get people to buy in their vision and value.

The main concern is whether a leader gets people to buy & # 39; or is he trying to & # 39; sell & # 39; his vision. When you want to & # 39; sell & # 39; You need to be persuasive and indicate that the ideas you have are by nature beneficial to the people and so we should accept it. These are usually challenging problems and sometimes the people you are leading can not see the importance of the views and values ​​and may not be forthcoming when you accept them. However, if you are able to create situations where people think that what you own is an important view and value and that buying them into it would benefit them, you have created an attractive formula to guide your people successfully.

If you want your people & # 39; shopping & # 39; rather than selling & # 39; Your vision and value you need to pay close attention to the type of leadership style you look. I personally say that in this regard you can group leadership either as an autocratic leader or advisory leader.

Autocratic Leadership Style

Autocratic leadership is one based on a clear conclusion. The leader is in absolute position and he can perform and do what he wants to do. Usually in the autocratic leadership environment, there will not be much discussion on issues that people find that their voices do not tolerate the problems and decision-making of the organization.

A powerful leader will be the driver of the people, and without his leadership, the organization will not be able to accept. Usually autocratic leaders like to hide their authority, but at the same time have a beach altitude on all of them subordinate to them. They also want to train their people to do things the way they want it and can make a way or the highway & # 39; kind of work environment. The only one gets in an autocratic leader is that the leader is seen as some kind of megalomaniacal tyrant to be feared and followed.

Although there is some truth in this, the self-ruler is not necessarily a bad style. Indeed, there are some circumstances where the self-leader should be the preferred style. One example of an autocratic leadership style is when the organization is new and the people are intolerant and then look at leadership to guide them in their work. Another example is that the people are done in their work and have no clear policy, and it is a high degree of internal politics of the kind that is disturbing and causes emotional stress in how the organization is managed. Here's a powerful autocratic leadership could help to reboot the organization in its original state and get people back in shape.

The support of all this is that a long time engaging in self-governing management can create a relationship between leaders and people where people might find the leader to be such a project that he can develop a sense of frustration. Furthermore, when the leader becomes too autocratic, he can forget that he is dealing with men and not a machine and can make the impression that the people are just part of the machine. This can create a sense of immunity in a working environment that will not be beneficial to leaders, people, and organizations in the long run. Take the whale from Dwight D. Eisenhower who said, "You do not lead by dominating people – this attack, not leadership"

Advisory Leaders

Advisory leadership is the way to go for long term. Administrator Guru, Kenneth Blanchard said: "The key to successful leadership today is the influence, not power". This is the nature of advisory leadership in that you the leader must develop the ability to influence people rather than put on their power as the case is in the autocratic leadership style. In consultation with the management style, the leader will participate effectively in a subgroup in decision making and a problem. This type of management supports the fact that a leader is truly a people's servant that he is leading. The people have the power to engage in consultation with leaders and can make suggestions that they know would have taken serious consideration of leaders.

Furthermore, advisory leadership approves the concept of authority rather than delegation. When the leader is strengthening, he basically gives people the freedom to do what is necessary. A leader can create certain parameters for that person to work within and to ensure that he is held in the loop of the man. In advisory style, the leader still has a strong vision and casting value that he can communicate with his people. However, unlike the self-government leader, the term advisory leaders is to focus on people who are in governance rather than project-based projects.

The role of adviser will continue to contribute to the development of its people, and it is done by being informed about the needs and wishes of the people. The only way to get this information is to have constant talks with the people and explain the goals and expectations you have and synchronize it with your personal views. When people get to experience this situation, they will be ready to buy & # 39; the vision and value of leaders.

For a long time, advisory leadership will be most appropriate. As the organization matures, the leader needs to learn to move from delegation to power. When the people are experienced and involved in a professional relationship with you as a leader, you must be a supervisor to them. An Advisory Guide will apply you to the ability to find out the strengths and weaknesses of the individuals under your control and allow you to make the most of them. Elisabeth Dole understands the story that is likely to appear here, saying: "What you always do before making a decision is consultation." The best official policy is when you listen to people who will be affected. When a policy is decided, you call them to help you sell it. "


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