Showcase 6 styles

Konsensus Leadership Coaching & Development
www.konsensuslcd.com
© Helena Demuynck
Objectives
• Insight into the theory behind the six leadership styles
• Deeper insight into own leadership style via feedback from col-
leagues
• Training in dealing with leadership problem issues via conscious
application of a particular style of leadership
• Exercises in adapting leadership style to suit the particular
context, the current challenges and the strategy of the
organization
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© Helena Demuynck
Objectives
• A personal profile and a personal development plan for participants
leadership style
• A scalable way to provide the team with a shared language and a
shared awareness about leadership as a discipline
• Insight into how leadership can be used to generate both personal
results and a positive effect on the bottom line
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© Helena Demuynck
Your leadership style in action
Inspiration: Daniel Goleman et al
The visionary
leadership style
Come with
me!
The affiliative
leadership style
People come
first
The democratic
leadership style
What do you
think?
The pacesetting
leadership style
Do as I do.
Now!
The coaching
leadership style
Let’s try
it…
The commanding
leadership style
Do as I say!

© Helena Demuynck
Your leadership style in effectiveness
Inspiration: Daniel Goleman et al
The visionary
leadership style
Vitalises hope and
vision to people
The affiliative
leadership style
Creates harmony
and builds emotional
bonds
The democratic
leadership style
Forges agreement
through involvement
The pacesetting
leadership style
Sets high standards
for performance
The coaching leadership
style
Develops people for
the demands of the
future
The commanding
leadership style
Demands immediate
compliance

© Helena Demuynck
Impact of Leadership on organizational climate
Relationship
between leader
and employee
External and
internal service
Economic
result
Organizational
climate
50-70%
20-30%50-90%
Source: Goleman, D: Primal Leadership

© Helena Demuynck
Definition of climate*
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*Goleman, D: Leadership that gets results, HBR
Overallclimate
Clarity
About direction and
values
Standards Of the employees
Flexibility
Freedom to be
innovative
Responsibility To the organization
Rewards
Feedback on
performance
Engagement
To a common
purpose

© Helena Demuynck
Or:
Clarity
Team are clear about where the organization is going and what their contribution is
Standards
There is a continuous emphasis on improvement and excellence
Flexibility
There are no unnecessary rules and procedures and good ideas are acted upon
Responsibility
Team are empowered to get on with their job and held accountable for it
Rewards
Team receive appropriate recognition for their level of contribution
Engagement
There is pride and trust in the organization
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© Helena Demuynck
Correlation between leadership
and the organizational climate
Visionary
leadership style
Positive
0,54
Affiliative
leadership style
Positive
0,46
Democratic
leadership style
Positive
0,43
Pacesetting
leadership style
Negative
-0,25
Coaching
leadership style
Positive
0,42
Commanding
leadership style
Negative
-0,26

© Helena Demuynck
Correlation between leadership and the
organizational climate
Commanding Visionary Affiliative Democratic Pacesetting Coaching
Flexibility -.28 .32 .27 .28 -.07 .17
Responsibility -.37 .21 .16 .23 .04 .08
Standards .02 .38 .31 .22 -.27 .39
Rewards -.18 .54 .48 .42 -.29 .43
Clarity -.11 .44 .37 .35 -.28 .38
Engagement -.13 .35 .34 .26 -.20 .27

© Helena Demuynck
6styles Simulation Tool
• A simulation tool that challenges the leadership preferences and skills of
participants through a series of carefully designed problem scenarios.
• Intended for both new and more experienced managers, and can be set
up to match the specific leadership challenges that different groups of
participants have to deal with, as well as their positions within the
organization.
• In a dynamic process of experimenting with know-how, roles, needs and
qualifications, participants have to take decisions that shed light on their
leadership style and management skills.
• The practical work is combined with theoretical instruction about different
leadership styles – and the intended end result is a coherent personal
leadership style, along with a development plan for each participant.
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© Helena Demuynck
6styles Simulation Tool - Impact
• The game technology provides those taking part with clear insight into the
strengths and weaknesses of their leadership style. 6styles introduces new
leadership styles and focuses on providing participants with the skills required to
appreciate and interpret the practical consequences of applying different
approaches to management.
• Helps develop the management skills open to each participant, and boosts their
awareness of the principal styles of leadership in place at their organization – and
of the benefits and drawbacks of each style.
• Based on sources that include Daniel Goleman’s theory concerning the six
fundamental styles of leadership and their underlying emotional competences.
• A unique reflection game that clearly highlights the skills, strengths, weaknesses
and general approaches that distinguish the individual leadership style of each
participant.
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© Helena Demuynck
Cases overview – The new leader
OBJECTIVE:
• What are the typical challenges for a new leader?
• What are the critical choices and considerations you go through?
• Being able to lead a team
• Coping with pressures in the role as a middle manager
• The parallel management levels
• Managing your own development
TARGET GROUP:
• Newly appointed managers or managers with limited experience
• Talents with leadership potential
• Senior leaders who lead new leaders
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© Helena Demuynck
Cases overview – The conflict
OBJECTIVE:
• What are typical challenges for a middle manager on a construction site?
• “When usual is different” – Managing employees from different work cultures
• To build support and outcomes for the project
• To handle conflict among employees
• Dealing with resistance from stakeholders
TARGET GROUP:
• Project managers
• Leaders who lead project managers
• Talents with project manager potential
• Companies in the construction industry
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© Helena Demuynck
Cases overview – The crisis
OBJECTIVE:
• What are typical challenges when a department is being closed down
• How does a middle manager manage that the department has threatened its existence
• How to ensure its employees’ future in the organization when the department is
threatened with closure?
• How to create high morale when the department is in headwind?
• How do you handle that your own position is threatened?
• Dealing with layoffs
TARGET GROUP:
• Middle managers
• Talents to middle management
• Leaders of middle managers
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© Helena Demuynck
Cases overview – Customer focus
OBJECTIVE:
• What are typical challenges for a middle manager?
• Introduction of a new growth strategy
• Being able to lead a team
• Coping with pressures in the role as a middle manager
• Dealing with management in a targeted culture
• Handling of compromise between development, professionalism, quality and sales
TARGET GROUP:
• Newly appointed managers or managers with limited experience
• Talents with leadership potential
• Middle managers in a broad perspective
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© Helena Demuynck
Cases overview – Turbulence
OBJECTIVE:
• Leadership through change
• From self-management to management when employees must turn
to new structures
• Strategic planning
• Change management
TARGET GROUP:
• Leaders in change
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© Helena Demuynck
Explore the strategy and challenges of leadership
Program Proposal
TAKE OFF
• Welcome
• Introductions
• Workshop Objectives
BUILDING BLOCK 1 - Leadership styles
• Introduction to Emotional Intelligence
• My own preferred leadership style
• Exploring alternative styles
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© Helena Demuynck
• Interaction with different styles
• Exercises – Tips – Tools
• Effectiveness of styles
• Case-Based Simulation
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© Helena Demuynck
BUILDING BLOCK 4 - Practices
• Exercises
• Reflection
• Personal action plan
WRAP-UP & ACTION PLANNING
Inspiration sources:
Daniel Coleman – 6-styles
Daniel Coleman – Emotional Intelligence
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© Helena Demuynck
• Inspiring learning moments
• Practical and pragmatically, focused on participants’ own
working situation
• Understanding of dynamics in leadership interaction
Results
27

© Helena Demuynck
Core oxygen4leadership Team
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Helena Demuynck
Founding Partner
Certified Executive Coach
Systemic Team Coach
Nicolas Joos de ter Beerst
Business Partner
Business Development
Project Coordination

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