There was an interesting article in PR Week last week about leadership communication. Titled "Making the Most of Your Boss", it outlines the six most common leadership styles and points out how communicators can best play their leader's personality. This is a good reminder of the breadth of the style we need to collaborate with, and provides some useful guidance on how to play out the boss's particular strengths.
Six leadership styles - and supporting descriptions (I have already explained) are:
1. Visionary leader - the CEO of the classic rock star, he set the overall situation, is good at pushing people to a common vision. These leaders are excellent public speakers and enjoy life under the spotlight. Barack Obama is a good example.
2. Deputy Leader - This type of leader wants to be your friend. As a cooperative figure, the vice president focuses on emotional needs and is most likely to ask "How are you?". Angela Merkel gave an example.
3. Coach leadership - Hold long conversations that often exceed the workplace. Good at helping employees identify their strengths and weaknesses and link them with career goals. Advance Dr.
4. Democratic leaders - These people are great listeners, although this sometimes sacrifices decent action. Favorite buzzwords include "What do you think?" & #39; They like to show the road without pushing people in specific directions. Sir Sebastian Cohen is a good example.
5. Plot Leaders - Most likely to say "Copy Me", these hard-working leaders will never shirk their challenges and lead by example. One drawback is that they often expect employees to automatically get photos. March Margaret Thatcher...
6. Command leader - An old headmaster who brought the playground to the conference room. Their style is very commanding and controlling. They insist on a clear direction and refuse to consider alternative routes or information. Montgomery Burns is a good example.
The communicators cited in the article, including David Ferrabee and James Harkness, provide many useful suggestions for these types of work, including:
o Providing the right platform for visionary leaders and enough Time to explain their vision to others and collect feedback. High-profile strategies like webcasts and regular publications perform well in these types, but they may sometimes lack attention to detail and require specific IC support.
o Identify assistant leaders to show their steel opportunities. The tactics like returning to the court are useful here. It is also important to share constructive feedback with a structured team meeting. A classic problem of these types is that they only want to convey positive information.
o Take advantage of coaching leaders by encouraging them to organize small intimate meetings and focus on helping people turn strategies into actions. These types are not very good in the overall situation, but they are excellent in one-on-one situations.
o Creating a highly involved forum for democratic leaders - seminars, online forums and blogs are particularly powerful. It is clear that decision-making communication helps leaders to tend to be indecisive. By arming them with insight into the work and intelligence, they should respond well.
○ Encourage paced leaders to be more inclusive, considerate of others' feelings and create a lot of listening opportunities. Inclusion is very important here, and strategies such as identifying plans and using social media channels may help.
o Context is crucial for commanding leadership. They don't just explain to people, but they need to focus on understanding why. The big picture strategy is important here - strategies like learning maps, visual and strategy tools can be very convenient. Hearing channels are also important - employees may need to be anonymous because commanding leaders may breed mistrust and fear. It is also useful to use body language for counseling.
Orignal From: The six most common leadership communication styles
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