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"leadership styles" 6 Leadership Styles, And When You Should Use Them. You don’t need an MP3 player, a turntable, or a CD player to listen to Tristan Perich’s new album, Noise Patterns.

6 Leadership Styles, And When You Should Use Them

All you need is a pair of headphones—"not earbuds," says the composer—and a willingness to hear music in noise. The 34-year-old Perich’s compositions push the border between white noise and electronic music, frequently straddling the two as if the static on your old television started emitting a strangely beautiful pattern of sound. But Perich doesn’t just compose music: His music is the instrument itself. He composes sound in code, carefully stringing together each 1 and 0 to transform numbers into a symphony.

Kolibri coaching - Business coaching - Accompagnement à la réussite. Le leadership, ce qui fait un bon leader, c’est un ensemble de qualités personnelles et de compétences relationnelles.

Kolibri coaching - Business coaching - Accompagnement à la réussite

Nous avons vu celles répertoriées par Goleman, Boyatzis et McKee dans l’article Leadership : quelles sont vos qualités de leader. Restons avec Daniel Goleman pour voir quels styles de leadership il a identifiés, et décrits dans la Harvard Business Review*. Cet article inaugure une série sur le Leadership. Les 24 styles de management dans le monde - Cadreo. Les styles de leadership et de management varient selon les pays.

Les 24 styles de management dans le monde - Cadreo

On ne dirige pas une entreprise de la même manière en Allemagne, au Japon, aux Etats-Unis, en Suède ou en France. Tout est une question de culture. Dans son livre "When culture Collide", publié en 1996, le linguiste britannique Richard D. Lewis a classé les différences de culture du leadership selon les pays.

Cette méthode, (résumée dans les 24 schémas ci-dessous) il la dispense désormais lors de séminaires pour de grandes entreprises. On y apprend notamment, comme le résume Business Insider, que les Britanniques sont plutôt "diplomates", ils aspirent à trouver un compromis juste, tout en étant parfois rudes en affaires. De leur côté, les managers américains sont plutôt agressifs et orientés vers les résultats avant tout. Leadership styles. A leadership style is a leader's style of providing direction, implementing plans, and motivating people.[1] There are many different leadership styles that can be exhibited by leaders in the political, business or other fields.

Leadership styles

Authoritarian[edit] The authoritarian leadership style or autocratic leader keeps strict, close control over followers by keeping close regulation of policies and procedures given to followers. To keep main emphasis on the distinction of the authoritarian leader and their followers, these types of leaders make sure to only create a distinct professional relationship. Direct supervision is what they believe to be key in maintaining a successful environment and follower ship. Whole Systems Leadership - AHC - Whole Systems Healing, University of Minnesota.

"The days of command and control leadership have evaporated.

Whole Systems Leadership - AHC - Whole Systems Healing, University of Minnesota

" ~David Gergen, Director, Harvard University Center for Public Leadership In this world of rapid, complex change, no one can really know the future and lead others there. Complex adaptive leadership. Complex adaptive leadership (CAL) is a complementary approach to leadership based on a polyarchic assumption (i.e. leadership of the many by the many), rather than based on an oligarchic assumption (i.e. leadership of the many by the few).

Complex adaptive leadership

Leadership in this theory is seen as a complex dynamic involving all, rather than only a role or attribute within a hierarchy. The theory calls for skills, attributes and roles which are additional to the demands of traditional leadership.[1] The theory draws from complexity science and from complex adaptive systems theory.

Origins[edit] Development[edit] Global Leadership & Computer-Mediated Communication Researcher. Coaching et management systémique. Leadership in a Networked World. This is my personal blog on living collective leadership. I write for anybody who believes that this world needs more collective action for sustainability and wonders how best to get there. It is meant to inspire you with th. 10 Commandments for managing Knowledge Workers. CLI: The Connective Leadership Institute : Management leadership consulting and training - L-BL ASI & OASI.

The Future of Leadership - Deepak Chopra and Intent. By Deepak Chopra, MD, FACP Commencement Speech at Hartwick College Today as you celebrate this major milestone in your life and commence a new stage of your life journey, I ask you to reflect on the gift of life itself.

The Future of Leadership - Deepak Chopra and Intent

And life, in essence, is nothing but awareness. Integral Leadership Review. Feature Article: Leading the 21st Century : The Conception-Aware, Object-Oriented Organization. ­­­­(A New View of Organizations & Human Action) Bonnitta Roy and Jean Trudel Part I: Conception Aware The Relevant Situation: The 21st Century’s Double Bind.

Feature Article: Leading the 21st Century : The Conception-Aware, Object-Oriented Organization

Bienvenue · INTEGRAL GOVERNANCE INSTITUTE - Vers la souveraineté indivi-duelle - Former des personnes et Accompagner les Organisations. Category:P2P Hierarchy Theory. Items to understand hierarchical vs non-hierarchical relations, from a 'p2p' point of view.

Category:P2P Hierarchy Theory

The Evolution of Hierarchy in the P2P Era John Heron: "1. There seem to be at least four degrees of cultural development, rooted in degrees of moral insight: (1) autocratic cultures which define rights in a limited and oppressive way and there are no rights of political participation; Gruppo: Global Leadership Civilization. The Principles of Global Administration How should a civilization look like that allows humanity to evolve peacefully, sustainable, and be highly productive at the same time? Most importantly, the civilization structure has to be based on reality.

Basing a civilization structure on scientifically provable reality instead of superstitious belief-systems and obsolete history is essential. It has to be based on fact - not fiction, on true physical reality – not on false human imagination. Between-minds.jpg (1024x669) David Logan: Tribal leadership. Tribal Leadership — Leveraging Natural Groups to Build a Thriving Organization. Most leaders agree that culture is the critical factor in performance, but can’t define it, measure it, or change it.

Tribal Leadership — Leveraging Natural Groups to Build a Thriving Organization

As a result, the few organizations that get culture right seem magical, and people who try to replicate their success usually end up frustrated and cynical. This book shows two simple steps—diagnosis and then the best treatment that leaders take to build cultures that can do things most people think is impossible: out-innovating, outperforming, creating an immunity to scandals, and having mountains of fun in the process.

Listen to Dave Logan discuss the Five Stages of Culture For a lot more free tools, go to our toolbox. Project 10X: A Game-Changing Approach to Growing 21st Century 'Leadership Everywhere' A Step-by-Step Guide to Tribal Leadership: Part 1: The Five Stages of Tribal Culture. This is a review of Tribal Leadership. much of the content of this post is taken directly from the book Birds flock, fish school, people “tribe.” I just finished reading Tribal Leadership by Dave Logan, an amazing book that teaches how to build a better organization in which the best people want to work and make an impact.

Seth Godin: The tribes we lead. Traditional vs Collaborative Leaders. Collaborative Leadership. What is collaborative leadership? Why practice collaborative leadership? When is collaborative leadership appropriate? Who are real and potential collaborative leaders? Collaborative leadership. Collaborative leadership is a management practice which is focused on the leadership skills across functional and organizational boundaries. The term started to appear in the mid-1990s in response to the twin trends of the growth in strategic alliances between private corporations and the formation of long term public private partnership contracts to rebuild public infrastructure.

Defining Collaborative Leadership[edit] In her 1994 Harvard Business Review article "Collaborative Advantage", Rosabeth Moss Kanter talks about leaders who recognize that there are critical business relationships "that cannot be controlled by formal systems but require (a) dense web of interpersonal connections…".[1] And in a book published in that same year Chrislip and Larson looked at the attributes of great civic leaders in communities across the US and found some similar attributes. Key lessons for leaders[edit] Balanced motivations. Three Levels of Leadership model. The Three Levels of Leadership is a modern (2011) leadership model. Designed as a practical tool for developing a person’s leadership presence, knowhow and skill, it aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders.

The Three Levels of Leadership model is notable for its attempt to combine the strengths of older leadership theories (i.e. traits, behavioral/styles, situational, functional) while addressing their limitations and, at the same time, offering a foundation for leaders wanting to apply the philosophies of servant leadership and “authentic leadership”.[1] It was introduced in a 2011 book, The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill, by James Scouller.[2] In Wikipedia and elsewhere it has been classified as an "Integrated Psychological" theory of leadership.

Limitations of older leadership theories[edit] Leaderless resistance. Leaderless resistance, or phantom cell structure, is a social resistance strategy in which small, independent groups (covert cells), including individuals (solo cells), challenge an established institution such as a law, economic system, social order, government, et cetera. Leaderless resistance can encompass anything from non-violent protest and civil disobedience to vandalism, terrorism and other violent activity. Leaderless cells lack bidirectional, vertical command links and operate without hierarchal command.[1] While it lacks a central command, the concept does not necessarily imply lack of cooperation. Our approach. In the face of complex challenges in the 21st century - such as running megaprojects, shaping outstanding leaders, solving conflicts or meeting the huge energy demand - most people still tend to seek suitable solutions in deeply functional expertise in one area, while the problems we face spill over every imaginable boundary.

All this leads often to deeply fragmented solutions to problems that require in fact an Integral approach. Our solution: The BE SHiRO integral leadership system - a new leadership paradigm characterised by integral management and authentic leadership - as the basis for building sustaibale solutions. We focus on the critical key success disciplines subdivided into 3 competence areas - Leadership, Development and Empowerment - and integrate them with the solid art of technology, project management and strategy.

At the same time we add the key ingredient to all of our assignments: The development and empowerment of individuals for becoming outstanding personalities. Non profit Leadership. The Aid Leadership Paradox. Authority and Power within Anonymous. Consistently resolving 5 or 6 Meta Dilemmas marks top leaders. Blog: Conscious Leadership Model of Monica Sharma. Fuller-Leadership.pdf (Objet application/pdf) Situational_Leadership_Chart.jpg (Image JPEG, 1938x2353 pixels) - Redimensionnée (34%)

Situational Leadership® Training & Management Model by CLS. Situational leadership theory. RESEARCH NEWS: The relationship between emotional and social intelligence and leadership effectiveness. It was Burns (1978) and Bass (1985) who first defined the terms ‘transformational’ and ‘transactional’ leadership to describe managers who are strong on individual and group motivation and those who prefer to focus on goals, tasks and processes. Over the last decade or so, a number of studies have tended to confirm the intuitive expectation that people generally prefer to be engaged with their work, and so a leader who facilitates this is likely to be more effective.

Thus a preference for transformational styles is a predictor for leadership effectiveness. However, beyond this, studies to date have been rather vague. In his recently accepted PhD study, Badri Bajaj (2013) from the Jaypee Institute of Information Techology, has demonstrated quite specifically, that social awareness and relationship management are the two key components employed by transformational leaders.

Best wishes Graham.