| Responses | Date | Author |
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Hi Tina. I've worked with many different companies and sectors on Leadership Styles self awareness and development and over the years got frustrated that most things on the market were either inaccessible, unaffordable or used out of date language. So a few years ago a bunch of we trainers and consultants got together and wrote our own - it's called Versatile Leadership and is now owned by The Connectives. There is an online 360 which is quick and easy to complete, and you'd save yourself a lot of time in the scoring and report presentation, but when I run it I sometimes use a quick self score version instead, depending on the level of the group. It's a situational model and measures how frequently the manager displays 5 different 'do what they say on the tin' styles of leadership - Teller, Sense Maker, Engager, Driver and Investor, and there's an optional second report that looks at the climate that the manager is likely to be creating for their team which is also very telling. Get in touch at [email protected] if you need more information. Thanks |
| 06/11/2014 | Fliss |
Hi Christina
We use actors to bring the model to life. We do an activity called talking heads where the actor plays an individual and gives a little bit of background and the group question them on the particular activity and situation to assess the level of motivation, support, direction etc that they have in relation to the task. The group then has to assess which leadership style they should adopt and what input as a leader they would need to provide in order to get the individual motivation and competent to do the task. We then get the managers to consider their own teams and identify where they see their team members and what style they should adopt to get the best results. We have built our own activities though their are licensed activities you can purchase. The activity has the added benefit of building their questioning skills. |
| 03/11/2014 | Jane |
Tina
I have in the past used the Blake Moulton model and questionnaire to allow managers to define one of 5 styles. Although not all reviews of this model are favorable I found it worked well.
Once managers had completed the 'styles' questionnaire I did an exercise with them to add behaviors to each of the styles to bring it more to life. They then identified when each style may be appropriate to situations they had come across or believed they could come across.
Finally their post course work was to complete a sheet called 'Intent v Impact'. In essence this asked them to review their next 4/5 conversations with team members and look at how they intended the conversation to go v how it actually went. The form asked them to record the situation, their intent at the outset, which style they chose for the conversation, the impact it actually had and finally whether in light of how it went whether they would change their chosen style and if so to what.
It led to some very interesting discussions, when, after a number of weeks they came back together to review. One manager took an authoritarian view to delegating a piece of work - did it work yes because he got it off his desk. Was it successful - no because the team member didn't buy into to the task given how it was delegated. End result it came back to the manager. Would he have chosen a different style - definitely. Not sure if it is exactly what you want although I hope it gives food for thought. Malc
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| 31/10/2014 | Malc |
Hi Christina,
Don’t know if it’s what you are looking for, but we use the insights discovery profiles to embed the learning and assist adaptations in management style.
The profile provides a particular management style section, which does help. |
| 31/10/2014 | Alison |
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| 30/10/2014 | Rod |