Reflect – Leadership Styles

This module has provided a comprehensive exploration of leadership styles, primarily based on Ken Blanchard’s Situational Leadership Theory. We’ve delved into the various leadership approaches that arise from the interplay between control and support levels, including Dictator, Coach, Mentor, and Delegator styles.

Key takeaways include:

  1. Understanding that every leader has a natural style, but effective leadership often requires adapting our approach to different situations.
  1. Recognising two key factors in leadership style: level of control and level of support.
  1. Understanding that no single leadership style is universally “best” – the most effective style depends on the task, people, and situation at hand. And we also discussed the critical skill of delegation, especially for those aspiring to lead teams or develop new initiatives.
  1. Recognising potential pitfalls of each style, such as micromanagement for Dictators or people-pleasing for Mentors. 
  1.  The value of learning from admired leaders and incorporating their positive traits into your own leadership style.

As we conclude this module, it’s crucial to reflect on how these concepts apply to your own leadership approach. Consider how you can use this knowledge to better adapt your style to different situations and support your team members in achieving their optimal performance levels.

Remember that developing as a leader involves continuous learning and adaptation. It requires self-awareness of your natural tendencies, willingness to step out of your comfort zone, and the ability to flex between different styles as situations demand.

Further Development:

  • Practice identifying situations where your natural style may not be the most effective, and consciously attempt to adapt your approach.
  • Seek feedback from colleagues or team members about your leadership style in different situations. Their perspectives can provide valuable insights.
  • Set specific goals for developing aspects of leadership styles that don’t come naturally to you. For example, if delegation is challenging, start with small tasks and gradually increase complexity.
  • Continue to observe and learn from leaders you admire, both within your organisation and in the wider world.
  • Consider keeping a leadership journal to record your experiences, reflections, and growth over time.

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