Leadership Styles and Organizational Climate

Why Leadership Style

Pathway to Performance
 The Components of Emotional Intelligence

Personal Competence Social Competence

These competencies determine how we These competencies determine how we handle
manage ourselves. relationships.
Leadership styles

Directive Visionary Affiliative Participative Pacesetting Coaching

Directive style
 Directive style

Directive Visionary Affiliative Participative Pacesetting Coaching

Primary objective: Getting immediate compliance

§ Gives lots of directives
§ Expects immediate employee compliance
§ Controls tightly, uses very little dialogue
§ Relies on negative, corrective feedback with an implied threat
§ Motivates by stating the negative consequences of noncompliance
Least Effective
§ Complex tasks
§ Over the long term
§ With self-motivated, capable employees
Most Effective
§ When applied to relatively straightforward tasks
§ In crisis Situation
§ When deviation from compliance will result in serious problem
§ With problem employees, when all else has failed “Do it the way I tell you.”
Visionary style
 Visionary style

Directive Visionary Affiliative Participative Pacesetting Coaching

Primary objective: Providing long-term direction and vision for employees

§ Develops and articulates a clear vision; sees selling the vision as key
§ Solicits employee perspective on the vision relying on dialogue
§ Sets standards and monitors performance in relation to the larger vision
§ Persuades employees by explaining the “whys” in terms of employees’ or the organization's long-term
interest
§ Monitoring performance toward established goals with balanced feedback
Least Effective:
§ When the leader does not develop employees
§ When the leader is not perceived as credible
§ When the leader is trying to promote self-managed work
teams and participatory decision making
Most Effective:
§ When a new vision, clear direction and standards are needed.
§ When the leader is perceived to be the “expert” or “authority”
§ When there are new employees who depend on the leader for guidance

“This is the way we are going and why. Come with me.”
Affiliative style
 Affiliative style

Directive Visionary Affiliative Participative Pacesetting Coaching

Primary objective: Creating harmony among employees and between the leader and employees
§ Is most concerned with promoting friendly interactions
§ Places more emphasis on employees’ personal needs than on goals and standards
§ Pays attention to “the whole person”; stresses things that keep people “happy”
§ Avoids performance-related confrontations
§ Rewards personal characteristics more than job performance
Least Effective:
§ When employees performance is inadequate
§ In crises or complex situations needing clear direction and control
§ With employees who are task-oriented
§ With employees uninterested in having a friendship with their leaders
Most Effective:
§ When used as part of a repertoire including Visionary, Participative or Coaching styles
§ When giving personal help
§ in getting diverse, conflicting groups to work together harmoniously

“It’s important we all get on”

Participative style
 Participative style

Directive Visionary Affiliative Participative Pacesetting Coaching

Primary objective: Building commitment among employees and generating new ideas
§ Trusts that employees can develop the appropriate direction for themselves and the organization
§ Invites employees to participate in the development of decisions
§ Holds many meetings and listens to employees’ concerns
§ Rewards adequate performance; rarely gives negative feedback
Least Effective:
§ In crisis
§ When there’s no time to hold meetings
§ When employees are incompetent, lack crucial information
or need close supervision
Most Effective:
§ When employees are competent
§ When employees must be coordinated
§ In instances when a leader is unclear about the best approach

“What do you think?”

Pacesetting style
 Pacesetting style
Directive Visionary Affiliative Participative Pacesetting Coaching

Primary objective: Accomplishing tasks to high standards of excellence

§ Leads by example
§ Has high standards
§ Is apprehensive about delegating
§ Takes responsibility away if high performance is not forthcoming
§ Has little sympathy for poor performance
Least Effective:
§ When the leader can not do all his/her work individually
§ When employees need direction, development and co-ordination
Most Effective:
§ When employees are highly motivated, competent and know their jobs
§ When managing individual contributors
§ in making the organization move fast
§ in developing employees who are similar to the leader
§ Has little sympathy for poor performance

“This is the way to do it. Do as I do, now. ”

Coaching style
 Coaching style
Directive Visionary Affiliative Participative Pacesetting Coaching

Primary objective: Supporting the long-term professional development of others

§ Helps employees identify their strengths/weaknesses
§ Encourages employees to establish long-range development goals
§ Reaches agreement with employees on mutual roles in development process
§ May trade off immediate standards of performance for long-term development
§ Provides ongoing instruction as well as feedback
Least Effective:
§ When leader lacks expertise
§ When employees require much direction and feedback
§ When in crisis

Most Effective:
§ When employees acknowledge a discrepancy between their
current level of performance and where they ideally would
like to be

§When employees are motivated to take initiative and seek

professional development

“Here’s an opportunity to practice. Try it.”

 Underlying emotional intelligence competencies
of Six leadership styles

Directive Visionary Affiliative

Drive to achieve Self-confidence Empathy

initiative empathy Building Relationships
self-control change catalyst Communication

Participative Pacesetting Coaching

Collaboration Conscientiousness Developing others

Team Leadership Drive to achieve Empathy
Communication Initiative Self-awareness
 Factors that impact appropriate use of styles

There’s no right or wrong leadership style, the

most effective style depends on, and varies
according to the task, people, and situation to
be managed. All of the styles are more or less
effective depending on the characteristics of
the situation such as the :

• Experience of employees
• Employee strengths and weaknesses
• Complexity of tasks
• Time pressures
• Risk associated with deviation from performance
• Resources available
 What is Organizational Climate?

ü Organizational climate is how it feels to work in a particular

environment.

ü It’s the atmosphere of the workplace including various factors

(norms, values, policies and procedures) that influence individual and

group patterns of behavior.

ü It tells us how energizing the work environment is for employees and

performance improvement is predictable based on it.

ü It has a direct impact on the bottom line performance.
Climate Effects on Organization

Extended periods of poor climate commonly lead to

Absenteeism,
Employees Turnover,
Early Retirement,
Demotivation,
Low Performance

Bottom-line,
Satisfaction,
Motivation,
Productivity

TIME
Six dimensions of organizational climate

Flexibility

Responsibility

Standards

Rewards

Clarity

Team commitment
Flexibility

Definition Questions to ask

Flexibility
§ The feelings employees § Are there unnecessary
have about constraints in the rules and procedures?
Responsibility workplace § Is it relatively easy to innovate
and get new ideas accepted?
§ The degree to which they § Do people fell they have to
Standards feel there are no unnecessary flight against unreasonable
rules, procedures, policies, constraints?
and practices that interfere
with task accomplishment
Rewards
§ The feeling that new ideas
are easy to get accepted
Clarity

Team
commitment
Flexibility

High Rating Low Rating

Flexibility
New ideas: New ideas:
Responsibility
New ideas are New ideas are not
accepted easily. accepted easily.

Standards Unnecessary Rules: Unnecessary Rules:

Unnecessary rules Unnecessary rules and
kept to a minimum. formal hierarchy
Rewards
Management’s focus impede getting the job
is on getting the best done.
people together to do a
job.
Clarity

Team
commitment
Responsibility

Flexibility Definition Questions to ask

§ The feeling that § Are important tasks
employees have a lot of delegated to employees?
Responsibility authority delegated to them § Are individuals
§ The degree to which they encouraged to take
can run their jobs without Initiative without checking
having to check everything always with a superior?
Standards
with their boss § Are you encouraged to take
§ The degree to which they calculated risks based on
Rewards feel fully accountable for your own judgment?
the outcome
§ Are employees allowed
the opportunity to experience
Clarity the success or failure of
their own?

Team
commitment
Responsibility

Flexibility High Rating Low Rating

Delegation Delegation
Risk Taking: Risk Taking:
Responsibility Superior encourage Superior expect
employees to take employees to check
initiative and calculated everything with them
Standards
risk, and not to check and are discouraged
everything with them from taking calculated
risk.
Rewards
Accountability: Accountability:
Employees are held to Employees are not held
Clarity account for outcomes to account for
outcomes

Team
commitment
Standards

Flexibility Definition Questions to ask

§ The degree to which people § Is mediocrity tolerated?
feel that challenging but
Responsibility attainable goals are set for
individuals and the Can employees get away
organization with doing less than their best?

Standards § The emphasis employees feel § Do individuals receive

management puts on improving information and feedback
performance and doing one’s
best on meeting agreed goals?
Rewards

§ The extent to which

Clarity mediocrity is not tolerated

Team
commitment
Standards

Flexibility High Rating Low Rating

Goal Setting Goal Setting
Responsibility
No mediocrity: No mediocrity:
Management places Management places
much emphasis on little emphasis on
improving performance improving performance
Standards and setting challenging or setting challenging
goals, well matched to goals.
the organizations
Rewards capabilities.

Clarity

Team
commitment
Rewards

Definition Questions to ask

Flexibility
§ The degree to which § Do rewards outweigh
employee feel that they are punishments?
being recognized and rewarded
Responsibility for good work. § Are rewards tied directly to
performance quality?
§ The degree that such
recognition is directly and § Does good performance lead
Standards differentially related to levels to increased opportunities for
of performance personal growth?
§ The degree to which people
Rewards know where they stand in
terms of their performance

Clarity

Team
Team
commitment
commitment
Rewards

High Rating Low Rating

Flexibility
Performance: Performance:
Responsibility Rewards and Threats or criticism
encouragement are outweigh Rewards and
given more than threats encouragement.
Standards or criticism.

Feedback: Feedback:
Rewards People receive specific People do not receive
performance feedback feedback tied directly to
about what they need their job performance.
Clarity to do differently to
improve performance.
Team
commitment
Clarity

Flexibility Definition Questions to ask

§ The perception that all § Do you have a clear idea of
employees know what is what is expected of you?
Responsibility expected of them, and... § Do you know how you
personally contribute to the
§They understand how those organization’s mission?
Standards expectations relate to the larger § Are goals, policies,
goals and objectives of the procedures, and lines of
organization authority clearly articulated
and understood?
Rewards

Clarity

Team
commitment
Clarity

Flexibility High Rating Low Rating

Clear connection Clear connection
Responsibility
between roles and between roles and
missions: missions:
“I have a clear idea of “It’s not clear what I am
Standards what is expected of me expected to do in this
and how I contribute to organization”
mission”
Rewards Policies and lines of
Policies and lines of authority are not
authority are clear and clear ,and productivity
productivity is high. suffers accordingly.
Clarity
. .
Team
commitment
Team commitment

Flexibility Definition Questions to ask

§The perception that people are § Do individuals and teams co-
proud to belong to the operate effectively to get the job
Responsibility organization, and... done?

§Will provide extra effort when § Do conflicts get resolved

Standards needed, and... effectively?

§Trust that everyone is working § Do feelings of trust, pride, and

Rewards toward a common objective organizational loyalty exist in
the workplace?

Clarity

Team
commitment
Team commitment

Flexibility High Rating Low Rating

Loyalty and pride: Loyalty and pride:
Responsibility
People are loyal to this There is not much loyalty
organization and proud to the organization, nor
to belong to it. much pride in it.
Standards

Teamwork: Teamwork:
Rewards
People trust one another People do not generally
that they are working trust one another, and
toward a common goal. are not very friendly.
Clarity

Team
commitment
 Climate Sub-categories

Bureaucracy The Degree to which there are few unnecessary procedures, systems
Flexibility Minimized of administration, policies and formalities.
The extent to which individuals are encouraged to develop new
Innovation
ideas and approaches.

The feeling people have that they can decide how to do their jobs
Autonomy
Responsibility without consulting their boss.
The degree to which employees feel encouraged to take calculated
Risk Taking
risk.

The degree to which management encourages performance

Improvement
Standards improvement from people.
The feeling that management sets high standards and challenging
Excellence
goals.
 Climate Sub-categories

Performance- The degree to which people feel that rewards are allocated on the
Reward based Rewards basis of performance.
Recognition The extent to which recognition and praise outweigh threats and
and Praise criticism.
Mission and The degree to which people know that there’s an overall
Clarity Direction organizational vision with clear plans to reach it.
Organization & The extent to which the organization has an understood structure and
Expectation job expectations, clear roles, and efficient functioning.

Dedication The degree to which people give extra effort when needed.

The feeling of pride people have in their work group and

Team Group Pride
organization.
Commitment
Co-operation The extent to which people help each other to get a job done.

Congeniality The feeling people have that they like and trust their co-workers.
Linking Styles and Climate Results
 Effect of leadership styles on drivers of climate

Leaders who have mastered four or more especially Visionary,

Participative, Affiliative and Coaching styles-have the best
climate and business performance.
A Good Reference