Adapting Leadership Styles (Testing for Gecko) PDF

Responsive Leadership Enhancing Team Performance  Learning Objectives: Explore Team Development Model Understand team & individual needs Discuss Six Leadership Styles Apply Responsive Leadership Techniques An effective team is a group of committed individuals w...

Responsive Leadership Enhancing Team Performance  Learning Objectives: Explore Team Development Model Understand team & individual needs Discuss Six Leadership Styles Apply Responsive Leadership Techniques An effective team is a group of committed individuals working collaboratively toward shared goals Group Model Team Model Shared Goals  What’s the Difference between a Group and a Team? Group Team Individual Goals Shared Goals Independent Work Collaborative Work Centrally Managed Shared Leadership Individual accountability Interdependent accountability Focus on personal performance Concern for performance of all members What are the warning signs that a team may not be functioning well? Possible Warning Signs Decision making is dominated by one person or leaders are not empowering their teams Communication lacking transparency Work is not completed consistently and on time Minor points are debated endlessly Actions are taken without planning Members work individually and ignore each other There is a lack of transparency  Bruce Tuckman’s Model of Team Dynamics Storming Norming Working with each Challenging each other other Forming Performing Learning about each Working as one other Forming Common Observations Members may be concerned with acceptance Goals are not clear, and clarity may not be sought Members communicate in a reserved manner Expression of excitement and/or fear As a Leader/Participant Clarify each team member’s responsibilities Conduct frequent “check-ins” Establish there are shared goals Identify the strengths of each member Establish an initial set of norms Storming Common Observations Team members seek clarification of goals Participation increases Conflict begins to surface Subgroups may begin to form, but are not aligned to team goals Expression of frustration or anger As a Leader/Participant Provide direction and help prioritize Allow opportunities for team members to express concerns and seek clarity Acknowledge conflict and take steps to address it Norming Common Observations Team members demonstrate a shared vision of goals Members start to resolve conflict on their own Demonstrate more cohesion and trust Expression of acceptance and comfort As a Leader/Participant Delegate Conduct less meetings Check-in with team to determine if new norms are needed  Performing Common Observations Team has an open and honest communication process Members encourage innovation Subgroups focus on tasks aligned to goals Expression of satisfaction and confidence As a Leader/Participant Empower team to make decisions Empowerment Take a step back and allow members Opposite: Controlling to resolve issues Celebrate successes  Adjourning (Termination/Ending) Possible step that may happen with a team that does not continue forward i.e., a project team with a completed project Common Observations A mix of more or less productivity may be experienced, depending on how members feel about the impending completion/break up of the team Expression of mixed feelings As a Leader/Participant Complete deliverables or close out remaining work objectives Evaluate process and product for lessons learned Closing celebration that acknowledges contributions and accomplishments  Team Evolution Teams move in and out of all stages Subgroups will form Conflict will arise Members will find a place or purpose to contribute Norms will be established  Identify your team stages: Storming Norming Challenging each Working with each other other Forming Performing Learning about each Working as one other  Why practice responsive leadership? Leadership responds to meet evolving team needs Flexibility ensures team success at every stage Adapting builds high- performing, resilient teams  Value: Bealls Value of Authenticity in Responsive Leadership: Authenticity Embrace your true self to foster trust and credibility within your team Authenticity Align your leadership decisions with your personal and Opposite: Ego organizational values to remain consistent and genuine Flex your leadership style while staying true to who you are, ensuring authenticity in every interaction Goleman’s 6 Leadership Styles Authenticity Opposite: Ego  Goleman’s 6 Leadership Styles Coaching Democratic ‘Try This’ ‘What do You think?’ Develop people for the Future Builds consensus through participation Best For: When people need guidance on growing Best For: Getting diverse perspectives or when their skills or careers leader doesn’t have all the answers Visionary Pacesetting ‘Come with Me’ ‘Do as I do, Now’ Mobilize people toward a vision Expects excellence and self-direction Best For: Times of change or when a clear new Best For: Getting quick results from highly direction is needed competent team CAUTION: Overusing leads to burnout Affiliative Directive ‘People come First’ ‘Do this…’ Create harmony for team building Require immediate compliance Best For: Building trust and improving Best For: Emergencies, crisis communication in teams, especially after conflict CAUTION: Not best for long-term Understanding Team & Individual Needs 1. Assess Development Stage 2. Understand Individual Needs 3. Regular Feedback Loops  Bruce Tuckman’s Model of Team Dynamics Storming Norming Working with each Challenging each other other Forming Performing Learning about each Working as one other  ING VISIO ACH NA O C RY DIRECTIVE AFFILIATIVE PA IC ES C AT ET R T IN O C G DEM Responsive Leadership VISIO in Action ACHING NA O C RY 1. Forming: Visionary & Coaching 2. Storming: Affiliative & Democratic DIRECTIVE AFFILIATIVE 3. Norming: Democratic & Coaching 4. Performing: Pacesetting, Democratic, & Coaching 5. Adjourning: Affiliative, Visionary, & PA Coaching IC ES C AT 6. Crisis/Turnaround: Directive ET R T IN O C G DEM  Fostering Team Collaboration 1. Define Clear Goals 2. Encourage Regular and Open Communication 3. Celebrate both Individual & Team Successes Key Takeaways Understand your team’s development stage & needs Apply responsive leadership styles to match the situation Build team cohesion through communication, shared goals, and recognition What Happens Next?  Adapting Leadership Styles Post-Training Action Plan Reflection Session: Reflect on the key concepts learned, such as Tuckman’s Development Model and Goleman’s Leadership Styles. Consider how you can apply these insights to adapt your leadership style based on team dynamics and individual needs Share with your leader: Review the Post-Training Action Plan with your leader. Discuss the insights gained from the training and how it can support your growth and development Adapting Leadership Styles Challenge: Each week, identify an opportunity to practice adaptive leadership. Use the techniques from the training to assess team members’ development levels and adapt your leadership approach accordingly Adapting Leadership Styles Fridays: Dedicate 15 to 30 minutes to review your experiences in adapting your leadership style. Reflect on how your efforts have impacted team cohesion and performance Monthly Progress Meetings: Meet with your leader to discuss your progress in adapting your leadership style. Share positive outcomes and seek guidance for any challenges faced during the process Ongoing Actions: Repeat the Post-Training Action Plan to support your ongoing development and focus on effective adaptive leadership strategies Live Course : Attendance Form