There was an interesting article in the PR week last week, on the subject of communication leadership. Right & # 39; Get the best out of your boss & # 39; it describes six most common leader styles and points out how communicators can best solve the personality of their leaders. It's a good reminder of the width of style we have to work with and provides some useful tips on how to play a certain strength of your boss.
The six leadership forms – and the support descriptions (I'm paraphrased) are:
1. Visionary leader – a classic star star boss who puts the big picture and returns to move people towards a shared vision. These leaders are great speakers and enjoy life in the spotlight. Barack Obama is a good example.
2. Social leader – this kind of leader wants to be your friend. Co-worker, the co-supervisor emphasizes emotional needs and is most likely to ask how you are? & # 39;. Angela Merkel is listed as an example.
3. Coach leader – keeps long conversations that often go beyond the workplace. Good to help employees identify strengths and weaknesses and associate this with employee goals. Step forward Dr Who.
4. Democratic leader – these are great leaders, although sometimes at the expense of appropriate action. Favorite catch numbers include & # 39; what do you think? & # 39;. They want to show the way without pushing people in a certain direction. Lord Sebastian Coe is a good example.
5. Leader leader – most likely to say "copy me", these working leaders never cut a challenge and lead a precedent. One drawback is that they often expect employees to automatically get the image. Step past Margaret Thatcher …
6. Administrator leader – principal task that brings the game area to the game board. Very command and control in style as they stick to one clear policy and refusal to consider another way or message. Montgomery Burns is a good example.
The sources cited in the article, including David Ferrabee and James Harkness, provide many useful tips for dealing with these types, including:
o Gives visible leaders the right platform and enough time to explain their vision to others and collect feedback. High-tech techniques such as webcasts and periodic impressions tests are good at these types, but sometimes they can neglect the details and require special IC support in this area.
o Identifying opportunities to assist leaders to show their steel. Methods like the back of the floor are useful here, as are structured team meetings aimed at sharing constructive comments. One classic issue with these types is their desire to send only the positive message.
o Play the strengths of leaders of leaders by encouraging them to host a small, intimate encounter and focus on helping people change direction in action. These models are not good at large images, but excel one to one.
o Creating a festival field for democratic leaders – courses, online forums and blogs are especially powerful. Clear, communications decisions help over this leader tendency towards indecision. Get insight and intelligence about the work and they should respond well.
o Encourage the summit to be more inclusive, more concerned with other people's feelings and create lots of listening permissions. Inclusivity is the key here and technology like applications for recognition and the use of social media channels can be useful.
o Contextuality is important for the leader of the leader. Rather than just explaining what people are, they need to focus on building an understanding of why. Large image policy is important here – and methods like learning maps and footage and policy tools can be very useful. Listening channels are also important – and employees may need anonymity when executive leaders can introduce distrust and fear. Training in body language is also useful.