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What is a Selling Leadership Style?
The terminology challenge for several of the words imbedded in the Situational Leadership® Model has been discussed in some detail …
The Center for Leadership Council (CLC) is an independent institution that provides leadership-related intelligence to its member organizations. Primarily, the CLC engages in “fact-based case study research” on a global scale in an effort to establish what most interested parties would agree is the cutting-edge of leadership particulars.
“Only 18% of global leaders today are achieving both their short-term performance objectives and effectively building the foundation for long-term growth.”
Across industries and around the world, less than one leader in five is figuring out a way to achieve their goals and strengthen their foundation.
It is far easier to read a statistic or two and exclaim, “Wow!” than it is to replace one of the leaders under review and turn those statistics around. The fact of the matter is that effectively influencing people in this day and age is difficult. And, with all due respect to those that have blazed the trail, there is simply no comparing the dynamics of leadership today with the dynamics of leadership in times gone by.
In an effort to provide glaring historical contrast, consider the objectives and corresponding variables faced by the following two executive-level leaders:
Let’s leave the realm of the global leader. Mentally work your way down the chain of command at Yahoo for a minute. Think about the people we can identify with, but in all likelihood, we’ll never hear about, let alone meet. One question: What do you think it’s been like to be a director, manager, or supervisor at Yahoo the last few weeks? Reflect upon the challenges these leaders undoubtedly face on three levels:
Without leadership, Yahoo or any other organization has no chance of success. In the absence of leadership at the team, department and divisional levels there are predictable consequences to the challenges under consideration.
Strong talent will opt to work someplace else without giving the new course of action a fighting chance
Employees that aren’t as marketable realistically can’t quit and leave, so conversely, they will opt to “quit and stay“
When the energy of any system is focused on who is leaving and everything that is wrong, it stands to reason that output will suffer.
Can leaders really turn these kinds of situations around? You know on the basis of your own experience that they can, and that they do!
Results from a recent survey conducted by the Learning and Development Roundtable documented that employees reporting to managers that were deemed to be “effective leaders” were 25% more productive, 52% more engaged and 40% less likely to take a job with another company than employees reporting to managers deemed to be “ineffective leaders.”
While nobody will ever be satisfied with an 18% success rate delivering on short-term goals and preparing for long-term stability, maybe those metrics speak volumes on just how difficult effective leadership has become. Leaders must be agents of change who deliver results, engage employees and retain key talent.
While there can be several qualities of good leaders, here are three qualities which seem to be consistent across all great leaders:
Based on history, it seems we can always expect these qualities to play a role. However, as time goes on, these qualities will evolve. Developing these qualities will likely require stepping out of your comfort zone.
Additionally, leaders must be able to adapt and blend different qualities together. For example, leaders must be able to strike a balance between being flexible and consistent.
No leader is the same, with each having their own personal brand of leadership. However, there are a few common leadership styles.
It should be noted that contrary to popular belief, cheerleading is not a coaching style. Additionally, please note that these are only a few of the leadership styles out there.
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