Is Your Leadership Style a Motivator or Morale Destroyer?

by Judy Rathwell | Sep 24, 2024 | Communication, Decision-making, Feelings, Influence, Leadership Development, Setting Expectations

Is your leadership style a motivator or morale destroyer

There is no right or wrong leadership style. Every leader has their own unique voice and their own individual approach to people and projects. However, it is important to realize that different styles may work best at different times, and to achieve different purposes.

While being genuine is an essential part of leadership, you must learn to adapt your leadership style as the business environment, team members and goals change around you. Any leader, even a highly collaborative one, uses a range of different styles at different times – even, perhaps, in the course of a single day.

The different leadership styles fall into five basic categories:

1. Authoritative Leadership

Authoritative, or autocratic, leadership works best when a team needs strong direction. This type of leadership identifies the challenges ahead and focuses the team on a common goal, yet allows individuals to decide how their efforts will get the desired end result. Authoritative leadership doesn’t work if the team members are more expert than the leader because you can’t be authoritative on a subject where you lack deep knowledge and experience.

In an era marked by rapid change and uncertainty, authoritative leadership can be particularly effective in driving swift, decisive action when navigating crises or pivoting business strategies. However, with the increasing value placed on collaboration and innovation, leaders must balance authoritative decisions with opportunities for team input, ensuring that employees remain engaged and motivated despite top-down directives.

2. Coaching Leadership

This style of leadership is most effective when employees are receptive to change and learn. The coach does just what the name implies: Helps employees grow and learn. This leadership style focuses on long-term personal development as well as job-related skills. Coaching is least effective when an employee is defiant or if the leader lacks proficiency in what they’re trying to teach.

Coaching leadership is best applied when performance or results need improvement. When using this style, your goals should be to help others to advance their skills, build bench strength and provide a lot of guidance. This can be especially helpful when faced with challenges around reskilling and upskilling, like when a team needs to adapt to new technological advancements.

3. Coercive Leadership

Coercive leadership is also called transactional leadership and is the most directive of the leadership styles. Think of it as the “do what I tell you right now” style. Coercive leadership should be used sparingly because it stifles creativity and enthusiasm. However, this style works well if the building is on fire, a teammate is out of control, or the organization requires an immediate overhaul.

Coercive leadership is best applied during a crisis or during a period of significant change. A manager might also employ this style when a business unit is not operating profitably due to wasteful practices. However, as organizations increasingly prioritize innovation and employee engagement, over-reliance on coercive tactics can hinder creativity and morale. Leaders must know when to deploy this style to stabilize situations without stifling the organization’s culture.

4. Democratic Leadership

It’s easy to understand what democratic leaders do: They let their team have input in decisions and share their ideas. Democratic leadership works when the team needs to feel ownership in the plan or goal. Everyone is given a seat at the table, and discussion is relatively free-flowing. This leader will synthesize all the available information into the best possible decision. Since this style is time-consuming, it should be avoided if a deadline is imminent or employees don’t have the expertise or experience to offer helpful advice.

Democratic leadership is best applied when situations change frequently. This style offers a great deal of flexibility to adapt to better ways of doing things, but it can be somewhat time-consuming to make a decision in this structure. With the rise of remote and hybrid work environments, democratic leadership has gained prominence as it encourages team involvement and fosters a sense of ownership, even from a distance.

5. Pacesetting Leadership

Think of this style as lead-by-example leadership. Pacesetting leaders set high expectations and demand quick results. It works if the team is already motivated and skilled at their jobs. Used too much, pacesetting leaders risk burning out their team and depressing innovation. It also doesn’t work when training or coaching is needed.

Pacesetter leadership is best applied when a business or department needs quick results from a group that is already highly motivated and competent. There is no time to learn on the job or teach someone a skill with this leadership style. However, with the increasing awareness of the importance of mental health and employee well-being, leaders must be cautious not to push their teams too hard.

How to Choose a Leadership Style

To determine which leadership style fits a given situation, you must first know what your team needs for the task at hand. Analyze your team’s and your strengths and the needed results, then flex your leadership style to fit the end goal. For that reason, being conscious of both your own style as a leader and those of others you hire can be crucial to keeping your organization on the right track.

And, while it’s easy to say you should change your leadership style to fit different teams, employees and situations, it’s not that easy to do. Spend some time thinking about what you think your default style is, and consult a trusted colleague or mentor to ask if they agree.

Questions to ask yourself: How do I behave under stress? Do you find yourself asking others for opinions or do you tell everyone what to do? Which leadership style seems most comfortable to you?

From there, it will take more time to discover what best motivates your people in which circumstances.

Eventually, you will create your own leadership style, one that is authentic, balanced, adaptable, visionary and best leverages your employees so that you all achieve great things.

Source: Lisa Jasper, Insperity

“You don’t have to hold a position in order to be a leader.”
– Henry Ford

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Group map

The main feature is the Group map. Similar to the group map and poster available through the Group Culture and Group Facilitator reports, the map shows everyone’s dot location and their icon from Catalyst. This tab also shows the group members and their priorities and this list can be filtered by primary DiSC style. The “more info” link will take you to the “Your colleagues” comparison page with that person.

Groups Video

5 Benefits of Team Building for Remote Teams

by Judy Rathwell | Aug 7, 2024 | Adaptability, Engagement, Leadership Development, Setting Expectations, Working from Home

5 Benefits of team building for remote teams

In today’s digital era, remote work has become standard, giving employees flexibility and autonomy. Yet, maintaining strong team bonds remains a challenge. At Aha! Leadership, we see team bonding as essential, not just a bonus, for our success. Here’s why:

1. Fostering Trust and Collaboration
Regular team bonding activities help build trust among team members. When trust is established, collaboration becomes seamless. Employees feel more comfortable sharing ideas, asking for help, and working together towards common goals.

2. Enhancing Communication
Team bonding events provide opportunities for open and relaxed communication. These interactions can break down barriers, making it easier for team members to connect on both professional and personal levels, ultimately improving day-to-day communication.

3. Boosting Morale and Engagement
Engaging in fun and meaningful activities can significantly boost team morale. When employees feel valued and connected, their engagement levels rise. Engaged employees are more productive, motivated, and committed to their work.

4. Promoting a Positive Work Culture
A strong team bond contributes to a positive and inclusive work culture. It fosters a sense of belonging and community, which is especially important in a remote work environment where physical interactions are limited.

5. Supporting Mental Well-Being
Remote work can sometimes feel isolating. Team bonding activities offer a much-needed break from the routine, providing mental and emotional support. It helps employees recharge and return to work with renewed energy and focus.

What are ways your team commits to nurturing connections? Would enjoy hearing and learning from you!

Robyn Marcotte
Founder – Aha! Leadership

“Discipline is the bridge between goals and accomplishment”.
– Jim Rohn

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Agile EQ Edition

Everything DiSC Agile EQ doesn’t just measure a person’s EQ. It provides a foundation for improving EQ by focusing on observable behaviors that are measured by DiSC.
Agile EQ helps learners understand their emotional responses by using both the language of DiSC and a new concept called Mindsets. The Agile EQ Mindset map helps learners recognize what behaviors are associated with the different mindsets(below).

Managers are Spending 4hrs a Week Dealing with Conflict

by Judy Rathwell | Jul 26, 2023 | Active Listening, Communication, Conflict, Decision-making, Setting Expectations

managers spend 4hrs a week dealing with conflict

A new report by Meyers-Briggs, Conflict at Work, reveals that managers spend an average of four hours each week dealing with employee conflict. The research investigates how people in the workplace see conflict today and what we can do to manage it better.

Conflict is what happens when there is a difference of opinion. Change and disruption bring difference, which helps to explain why managing conflict is so valuable in the workplace right now. Our working environment is constantly changing.

John Hackston, Head of Thought Leadership at The Myers-Briggs Company and who carried out the study says “This research sheds light on how people in the workplace see conflict and shows how individuals can use knowledge of their own conflict-handling style and personality type to navigate conflict more effectively.”

The Conflict at Work research includes insights such as:

Poor communication is the number one cause of conflict.
Nearly 1 in 4 people think their managers handle conflict poorly or very poorly.
The more time that an individual spent dealing with conflict at work, the lower their job satisfaction and the less included they felt.

Compared to the company’s 2008 study, workplace conflict is becoming more common. Over a third (36%) of people now report dealing with conflict often, very often, or all the time, compared to 29% previously.

The top cause of conflict was poor communication, though conflict looked different for in-office, hybrid, and remote workers. In-office workers were more likely to say that poor communication caused conflict at work compared to hybrid or fully remote workers; but those working hybrid schedules were more likely to say a lack of transparency caused the most conflict.

In an open-ended question, survey respondents were asked, “Whose responsibility is it to ensure that conflict in the workplace is managed effectively?” 241 individuals responded, and their answers were categorized into themes:

Line Supervisor/Manager	45%
Everyone	42%
Me/People Directly Involved	20%
Middle/Senior Management	20%
HR	8%
Everyone	3%

With only 8% looking to HR to help resolve conflict, it’s important to train all employees on how to properly manage conflict. Conflict is inevitable, and if handled properly, can lead to improved relationships, new processes, and new ideas.

The greatest positive benefits of conflict were seen as building relationships, collaboration, and co-operation.

Women were more likely than men to mention outcomes around building relationships, collaboration, and co-operation.
Respondents who mentioned outcomes around building relationships, collaboration, and co-operation tended to spend a greater proportion of their time working remotely compared with those who did not.
They also gave a higher rating to the importance of conflict handling as a leadership or management skill.
Those who mentioned outcomes around achieving a better solution tended to rate their ability to manage conflict more positively.
Those who mentioned outcomes around change, innovation, or new ideas were more likely to mention changes in policies, products etc., and a lack of transparency as causes of conflict.

Source: Meyers Briggs, 2022

“It you have learned to disagree without being disagreeable, then you have discovered the secret of getting along-whether it be business, family relations, or life itself”.
– Bernard Meltzer

Stop Dreading One-on-Ones

by Judy Rathwell | Jul 28, 2021 | Engagement, Habits, Newsletter, Setting Expectations

Do your one-on-ones feel aimless?
Not sure if they’re making a difference?

There’s some solid science that says you shouldn’t give them up anytime soon. Harvard Business Review reports that employees of managers who don’t have 1:1 meetings are:

4 times as likely to be disengaged
2 times as likely to view leadership more unfavorably compared to those who meet with their managers regularly

One-on-one meetings can offer boosts to retention and productivity. They can align your team to a common goal. But how do you know if you’re doing it right?

Consistency is key. Pick a framework that works for your context and stick to it. Structuring your one-on-ones creates predictability and can take a good deal of emotion out of the equation. Looking for a guide to kickstart your feedback sessions?

Follow this easy, printable PDF from Small Giants Community to keep meetings on track.

Always Putting Out Fires at Work?

by Judy Rathwell | Jul 8, 2021 | Newsletter, Productivity, Setting Expectations, Stress Management

Often people end the day feeling that they have not completed their tasks satisfactorily because they have spent much of the time “putting out fires.” This is just one of mode of leadership that can cause inefficiency and chaos in a company. Sound familiar?

When fires are continually being put out, it is because there is no planning and no clear definition of the company’s goals and objectives. This means that everything often has to be improvised and that generates chaos. It also means employees are unable to focus on what is really important for the company. When it is the leader who acts as a firefighter, this can create even bigger problems for the team as a whole. Therefore, It is essential to solve this dangerous mode and put into place a clear definition of roles, responsibilities and priorities. It is an exercise of rigor and self-discipline.

How can you stop fostering a culture of firefighting?

Make time to map out a plan based on annual goals and objectives and allocate the company budget accordingly.
Communicate the plan to the team to ensure each team member is clear on where the company is going, thereby reducing the number of “fires” and generating motivation and a sense of belonging to the group.
Clearly define the responsibilities of each position and the associated performance measures.
Create simple protocols for all phases of the value chain so that each employee knows their main obligations, resulting in a significantly reduced need to act in a firefighter mode.
Make quarterly plans to set smart goals for each job in the short term so that each person reconfirms their priorities on a regular basis.
Educate people on proper time management, teaching them to place on their agendas the tasks that really add value to their roles and therefore to the company. This can help employees form positive habits, effectively use their time, avoid unproductive tasks and, above all, move past the interruptions and duplications that these fires generate.

By following the recommendations above, tasks will cease to be as urgent because they have previously been defined, planned and assigned. As a result, the emergencies that are symptomatic of firefighter mode are reduced, generating greater productivity and minimizing stress.

Source: Jose Luis Gonzalez Rodriguez via Forbes

Create Accountability—Reignite Your 1:1 Meetings

by Judy Rathwell | Mar 4, 2019 | Communication, Engagement, Leadership Aha!, Leadership Development, Newsletter, Performance Development, Setting Expectations

Great 1:1 meetings drive accountability by continuously keeping top priorities, top priorities.

If you feel that your one-on-ones aren’t especially useful, then it’s time to improve your process. I truly find that 1:1’s are the single most important meetings of my week. It helps me set expectations, communicate priorities, and listen to the struggles/challenges that each person on my team is having. When done well, 1:1’s drive engagement and accountability.

Trap: Don’t get caught by the misconception that 1:1’s are just another meeting or that the “open door” policy is better. I truly believe by focusing 30 min of time each week on each of your direct reports, you will free up hours of meetings by delegating decision making power, and eliminate last-minute fire drills by getting ahead of problems before they blow up while results by motive each person to stay focused on your team’s top priorities. When done well you will also reduce email and phone calls because both of you have a predetermined weekly time to talk through or share key information.

How to create more effective 1:1 meetings

1-Recurring, scheduled meetings: Weekly, bi-weekly depending on your role/business.

2-Brief – 30 minutes. It may look like this:

15-20 min: Progress on goals and priorities

Progress should be reviewed for each goal; share with your leader any issues or blockers they may need to help with to ensure that the target will be achieved.

5 min: Share recent accomplishments – ask for feedback

Ask for feedback from your leader. Any good work or praiseworthy behavior should be recognized and encouraged. Be open to it. It is a gift!

5-10 min: Development and open-ended Communication

Leave this open in the agenda – where does your leader need help? It may be an opportunity!!
What are you working to further your career development? Discuss ideas.

3-Location: Consider having your one on one meeting outside or out of the office – the change of venue can contribute to a more relaxed session.

4-Timing: Consider the timing for the recurring meeting. 4pm on Friday is not ideal for a focused conversation about your career development.

5-Commit to your 1 to 1 meeting – make it a priority: The first thing you need to do is make your one on one meeting a priority. It’s easy to skip meetings, so schedule a recurring calendar event each week to ensure the appropriate time is set aside.

6-Establish the 1:1 Meeting Agenda Format: Setting a mutually agreeable agenda allows the both participants to show up prepared and with aligned expectations.

7-Prepare so you can look forward, not backward: Thoughtful preparation. If you submit your template to your leader the day before your one on one meeting, each will arrive at the meeting knowing what will be discussed and allow you to spend the bulk of your time looking to the future, brainstorming, creating action items, and connecting personally.

8-Focus on you and your projects and development: Avoid discussing other employees’ work during your time together, unless it’s specifically applicable to the conversation.