Moving from Directive to Driven as a Leader

Current leadership skill level: Directive. Directive leaders hinder drive and creativity from teams. Directive leadership is against the willingness of the team taking initiative to be creative (Li, Liu, & Luo, 2018). A leader who is driven does the opposite. A driven leader fosters high-level creativity and autonomy (Li, Liu, & Luo, 2018).

How to build drive as a strength: To develop drive a leader should test various leadership styles such as participative and directive to see which one fits them best. Leaders should conduct self-evaluations on regular basis. Leaders should also seek opportunities to enhance their regulatory modes to address different team structures (Li, Liu, & Luo, 2018).

Li, G., Liu, H., & Luo, Y. (2018). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology, 91(3), 645–664. https://doi-org.proxy1.ncu.edu/10.1111/joop.12213 

Moving from being Cynical to being Charismatic as a Leader

 

Current leadership skill level: Cynical. A cynical leader is one who views everything with a strict eye, which pushes their team further away as it pertains to relationships. Cynical leaders are delusional and have negative attitudes towards their teams (Gerbert, Heinitz, & Buengeler, 2016). Charismatic leaders bring a sense of ease and delight to their teams because they are considered role models. A charismatic leader understands how to encourage their team to agree with their vision and mission (Gerbert, Heinitz, & Buengeler, 2016).

How to build charisma as a strength: To display charismatic leadership a newly promoted manager should share their vision with their team and get their insight to develop a mission to achieve a vision (Gerbert, Heinitz, & Buengeler, 2016). A charismatic leader understands how to use inclusion techniques such as previously mentioned. Leaders should be a part of the solution by setting realistic projections for their team (Gerbert, Heinitz, & Buengeler, 2016). Leaders should create and visually post weekly expectations of their team to allow for inclusion.

Gebert, D., Heinitz, K., & Buengeler, C. (2016). Leaders’ charismatic leadership and followers’ commitment — The moderating dynamics of value erosion at the societal level. The Leadership Quarterly, 27, 98–108. https://doi-org.proxy1.ncu.edu/10.1016/j.leaqua.2015.08.006