When talking about leadership styles, there are several different types to choose from. However, whatever the model is, it is never easy to implement or practice a particular style of leadership and hope to get the results that were intended. "Leader" in itself is both art and science. One key issue that all leaders should have is their ability to share their views and values with the people they are leading and get people to buy in their vision and value.
The main concern is whether a leader gets people to buy & # 39; or is he trying to & # 39; sell & # 39; his vision. When you want & # 39; sell & # 39; you need to be convincing and indicate that the ideas you have are normal for the people and therefore you should agree. This is usually a challenging problem and sometimes the people you are leading do not see the importance of perspective and apply and cannot be accepted. However, if you are able to create a situation where people feel that what you mean is an important vision and value, and that buying it into it would benefit them well, you have created a working formula to lead your people successfully.
If you want your people & # 39; purchase & # 39; rather than selling & # 39; Your vision and value you need to pay close attention to the style of leadership you show. Personally, I think that in this context, leadership can be categorized as either an autocratic leadership style or an advisory leader.
Autocratic Leadership Style
Autocratic leadership is one that is based on a clear top down approach. A leader is in complete position and he can do and do what he wants to do. Usually in the autocratic leadership environment, there will not be much discussion on issues that people find that their voices do not tolerate weight in the agency's problems and decision-making issues.
A powerful leader will be the driver of his nation and without his leadership, the agency will not work. Usually, self-governing leaders are like hiding their powers, but at the same time having a strand of thread on all those who give way. They also want to train their people to do things the way they want it and can create a path or highway & # 39; kind of work environment. The impression one gets in autocratic leadership style is that a leader is seen as some kind of megalomaniacal tyrant to be feared and followed.
Although there is some truth to this, self-control is not necessarily a bad style. In fact, there are some situations where a self-directed leader should be chosen as a style. One example of an autocratic leadership role can be when the organization is new and the people are intolerant and then look to leadership to guide them in their work. Another example is that people are engaged in their work and have no clear policy, and there is a lot of internal politics of the kind that is disturbing and causes emotional stress on how the organization is managed. Here is a powerful self-leadership can help reorganize the organization in its original position and get people back in shape.
The support for this is that long-time participation in self-governing management style can create links between leaders and people because people might find the leader to be such a mission to develop a sense of frustration. Moreover, when a leader becomes too autocratic, he can forget that he is dealing with humans and not machines and can indicate that the people are just part of the machine. This can create a sense of immunity in the work environment that will not benefit leaders, people, and organizations in the long run. Take the whale from Dwight D. Eisenhower who said, "You do not lead by hiring people over your head – this assault, not the leadership"
Advisory Leadership is the way to go for long-term. Leaders, Kenneth Blanchard, said: "The key to today's successful leadership is impact, not power". This is the nature of an advisory leadership in that you leader must develop the ability to influence people rather than empower them as is the case in autocratic leadership style. In consultation with the management style, the leader will participate in subgroups effectively in decision making and problem. This type of management style supports the fact that a leader is truly a servant of the people he is leading. The people have the power to engage in consultation with the leader and can make suggestions they know would have taken serious consideration by leaders.
Furthermore, the advisory leadership endorses the concept of authority rather than a delegation. When a leader strengthens, he is basically giving people concern about the freedom to do what is necessary. A leader can create certain parameters for the person to work within and to ensure he is kept in the loop of the man. In an advisory style, the leader still has a strong vision and real value that he can communicate with his people. However, unlike self-management, the concept of advisory leader is one of managing people who are run by people rather than tasks-based tasks.
The role of an adviser will continue to be involved in the development of his people, and this is done by being aware of the needs and desires of the people. The only way to get this information is to continually talk to the people and explain the goals and goals you have and synchronize them with your personal samples. When people get to experience this situation, they will be ready to buy & # 39; the views and values of leaders.
For a long time, dominant leadership will be appropriate. As the organization develops, the leader needs to learn to move from delegation to government. When the people experience and engage in a professional relationship with you as a leader, you must act as a mentor to them. An Advisory Leadership Team will use you to find out the strengths and weaknesses of your people and allow you to nurture the best out of them. Elisabeth Dole understands the story to appear here as she said: "Whatever you do before making a decision is a consultation." The best public policy is made when you listen to people who have to be affected. When a policy is set, you call them to help you sell it. "