Ah, the sounds of feathers being ruffled! Tricia Broderick believes that servant leadership is not all that it’s cracked up to be. She wants and expects more from leaders then just being servants who act only when asked. Until now, a common (and easy) coaching style has been to transform managers from command-and-control leaders to serving others. How can anyone argue that the transition is a great step toward becoming an empowering leader? However, with this style, leaders keep experiencing problems―my team is not making decisions; my team is not making progress; my team doesn’t know what help they need. Let’s not forget a very personal concern―as the leader, am I now just an admin with a nice title? Join Tricia to explore the dynamics of various leadership styles that are essential for team evolution. Discover ideal traits and behaviors—beyond servant leadership—that will inspire, guide, coach, empower, and adapt to successfully serve others.

1. We go TOGETHER like…
Peanut Butter and Jelly
Milk and Cookies
Peas and Carrots
Pizza and Beer
…Agile and Servant Leadership…
Discuss with someone:
why the last one seems to make sense in this list

2. Servant Leadership: leaders who
serve others
Keeps ownership
in the team
Focus from self to
a greater purpose
Rewarding:
serving/helping
“lead from
behind”

4. It’s Not
All It’s
Cracked
Up to Be
November, 2014
Servant
Leadership…

5. Tricia Broderick
@t_broderick
tricia.broderick@pearson.com
www.leadtotheedge.com
 Manager of Project Management, Pearson
 Focused on software development for 17 years
 Motivated by helping people
 Looking for the next moment to laugh

6. What’s the opposite of
Command and Control Managers?

8. Shu 守
• novice
• follow the rules
• little or no understanding

9. Ha 破
• journeyman
• break the rules
• gaining understanding

10. Ri 離
• master
• be the rules
• understands and creates

12. Where is your team?

13. Leadership
Styles
 Approach to providing direction,
implementing plans, & motivating
people
 There are many different styles but
most leaders have a primary style

14. Leadership Style

15. Servant

16. Servant
Discussion

17. Bureaucratic Leadership: leaders who
tell others w/o input
 Leverages lessons
learned
 Initial speed
 Rewarding: sense of
focusing on resolving
new problems

18. Bureaucratic

19. Bureaucratic
Discussion

20. Task-Oriented Leadership: leaders
who plan others
 Provides single source
of info, coordination
and management
 Rewarding: sense of
control and completion

21. Task-Oriented

22. Task-Oriented
Discussion

23. Democratic Leadership: leaders who
make decisions
 Decisions are not
made in a vacuum
 Provides transparency
to support the decision
 Rewarding: ability to
prevent a catastrophe

24. Democratic

25. Democratic
Discussion

26. People-Oriented Leadership: leaders
who focus on people
 Performance is tied to
individual & team skills
 Helping people get
comfortable going out of
their comfort zone
 Rewarding: coach/mentor

27. People-Oriented

28. People-Oriented
Discussion

29. Transformation Leadership: leaders
who focus on leading
 Purpose & Growth
 High performance &
satisfaction
 Inspired, motivated &
energized
 Rewarding: lead by example

30. Transformational

31. Own Your Primary
Leadership Style(s)?
oWhat do you spend most of
your day on?
oHow do you react under
pressure?
oWhat adjectives would your
team use to describe you?

32. Aspire to be Transformational
 I would never require my team to do something that I
wouldn't do myself.
 I have clear goals for my team.
 I find it comes natural to inspire others.
 I celebrate the talents and successes of my followers.
 I am attentive when it comes to the personal needs of my team.
 I challenge my team to get out of their comfort zones.
 I believe that team work is the way to success.
 I encourage my team to question their
most basic way of thinking.
 My enthusiasm & positive energy are infectious. Slightly adapted from source:
Ronald E. Riggio, Ph.D (2009)

33. “In agile, the expectation is that
management supports us and helps
eliminate impediments.”
“In lean, the expectation is that
management leads us, is
competent in the basic practices, and
take an active role in driving continuous
improvement.”Slightly Adapted Source: Agile
Software Requirements, Dean Leffingwell

34. Servant
Leadership
Thanks to agile, the expectation is
that management embraces the
first steps to support us and help
eliminate impediments

35. Transformational
Leadership
Thanks to evolving, the expectation is
that management leads us, is
competent in the basic practices, and
take an active role in driving
continuous improvement

36. Tricia Broderick
@t_broderick
tricia.broderick@pearson.com
www.leadtotheedge.com