I identify as a visionary leader. It took me a while to develop this leadership style. However, after working with many people on many different companies over the years, I realize that I'm best when I am encouraging a positive long-term vision for the team. Then they can see how their work will be impactful and stay motivated to keep going. Sometimes I can be a little too strategic, and I have to lean back into my visionary leadership in order to motivate the team. Everyone has their own unique style and it's best to find the one that suits you naturally. When you try to force a different leadership style, you'll notice the team quickly becoming disengaged and that's when you know you should revert back to your natural style.
Chief Marketing Officer | TV Host | Author | Board Member at Street Level Marketing Show
Answered 2 years ago
The leadership journey I have been through was heavily influenced by my experience in marketing and the mental health domain where empathy and understanding are very crucial. In style of Participative Leadership, I feel most connected with its values that support shared decision-making. It happened naturally this way. As I began to advance professionally, it became clear that collective brainstorming sessions were the best places for ideas to flourish. In fact, in mental health care particularly, respecting and recognizing different perspectives is vital not only for creative thinking but also for delivering compassionate care. I chose not to be authoritative as I moved into more senior positions. Instead, as a leader who takes part in the process of direction-giving I attempt at doing so. From mapping out advertising campaigns to tackling aspects of mental healthcare practices, it is a matter of working together with my group members. I think this facilitates building an inclusive work environment and an organization with a sense of purpose and accountability. This is how I have achieved amazing results through this kind of leadership. This relates to creating an atmosphere where each member feels they can give their best efforts. And from what I know, such manner has not just aided success but also brought on board much fulfillment among all employees involved in it.
I initially followed the lead of the leaders I was exposed to when I first was promoted into a leadership role. Since Command and Control was what I saw, Command and Control is how I led. And it worked. Our numbers were always good, and usually better, than what was required. I liked showing company leadership that I could lead a team to success. Except my success was totally about me. I wasn't concerned about anyone else. This became abundantly clear when I was required to complete a 360° assessment and learned that my team hated me. That was a figurative kick in the gut that forced me to begin to learn about different leadership styles. Researching leadership styles and successful leaders led me to understand that leadership is not about the leader, but about the team. Focusing on my team, and helping them to be successful became what drove me. Initially, I just called this people-centered leadership. But then I discovered the writings of Robert K. Greenleaf, and his focus on servant leadership. I was immediately drawn to his belief that by focusing first on your team, not the company or the customer, that this would bring the success that everyone wanted. While it wasn't a difficult decision to make to follow Greenleaf's teaching of servant leadership, it was difficult to manage the reactions from other leaders. Many times I was scoffed at and disregarded because of some misinformation regarding servant leadership - that it was soft; that servant leaders had no backbone; that they were doormats. It wasn't until the turn of the century, and the plethora of research around the style that started to shared, that those of us who chose to be servant leaders had the data to back up our claims of a better leadership style for leaders to adopt.
I practice and identify with strengths-based leadership because it focuses on maximizing an individual’s natural talents and abilities, rather than trying to fix weaknesses. I love this approach to leadership because I believe leaders are more effective when they understand and leverage their own strengths, as well as those of their team members. There are a few key aspects of strengths-based leadership to consider. It requires you to have self-awareness because you have get brutally honest with yourself about your own strengths through assessments and feedback. I did the assessment through StrengthsFinder. You also have to be willing to build diverse teams where each member’s strengths are highlighted and complement each other. You must encouraging team members to take on tasks that align with their strengths to increase engagement and productivity. And you have to optimize growth by fostering an environment of development, emphasizing the enhancement of strengths through training and mentorship. I've found the benefits of this leadership style include higher employee satisfaction, increased team performance, and improved management effectiveness. I've experienced a more motivated and committed, high performance team because they feel valued and understood.
I discovered my leadership style while working at building teams and developing leaders for a non-profit. I very much started to discover how much of the coaching leadership style not only came naturally, but felt so rewarding. I often found and continue to find myself seeking to help individuals recognize the gold inside of them, reach their potential and maximize their strengths. Doing this in a collaborative format like building a team is a strength of mine, and feels incredibly rewarding - because you get to see people live within their strengths and build something together. I've spent a significant amount of time developing my leadership style by being coached and mentored myself.
From the article, I'd define my leadership style most closely with the Situational Leader. I don't believe in a one-size-fits-all leadership strategy. I prefer to adjust my leadership style to each person and situation so it best fits what's needed at that particular time. I started developing my leadership style while in college reading leadership and management books, such as 7 Habits of Highly Effective People, The Passion Test, and Start With Why. I then got real-life experience starting my own eCommerce business in college and building a team of 30+ team members over 4 years. Over the 15+ years of being an entrepreneur, my leadership style has evolved through the experiences I've had hiring, firing, managing, and leading. My goal as a leader is to put people in a win-win-win situation. A win for them in their personal growth. A win for the company in its growth stage. And a win for me in terms of growth. With that in mind, I've found that the Situational Leader is most effective. Why? Because each person, business, and situation is unique. In order to make it a win-win-win, you need to customize your style, get feedback, make adjustments, and optimize until 100% efficient.
My leadership style (I tend towards “democratic”) has developed over my career through good old-fashioned apprenticeship. By this I mean I participated in a lot corporate trainings, but learned way more by watching what leaders did—and did not do—in the many different companies I worked at. I saw what worked, and what didn’t work, and why. When good leaders built teams that could work together and had happy workers, everyone was successful. It wasn’t merely about putting a foosball table in the break room or having corporate outings, but making sure that people felt seen and heard by management and felt they had a ladder to grow in their careers. And just as importantly, I saw leaders who yelled and berated their employees (something I vowed never to do) and I saw leaders who were too insecure to empower their employees out of fear. Micromanaging, I found out quickly, was the bane of office life in its entirety. When I became a manager, and then a director, and then eventually a CEO, I took those lessons with me and focused first on making sure I had empathy for my team, seeing where they were coming from and how I could help them. It’s universally true—but often overlooked—that one person can’t do everything, and that their team needs to be empowered to help complete the task. Letting go can be hard sometimes, but it’s crucial to success. So once you’ve let go, you’ve got to trust your team will do what needs to be done, and you need to make sure they have the tools and skills to do it.
I went from being a one-woman team basically working in a silo to a leadership position. Since I was used to working on my own terms, I thought I could continue taking ownership and overseeing any and everything as usual. I quickly realized that leadership isn’t just about making decisions and setting goals - it’s about empowering your team and fostering an environment of trust and autonomy. I had to learn to let go of the need to control every detail and trust in the abilities and expertise of my team because they started to doubt their own capabilities since I would micromanage every aspect of their work. I thought I was being helpful but in the real sense, I was actually demotivating and restricting their creative ideas. After some time, the results started dwindling. I called for a one-on-one where they were encouraged to share truthful feedback and critique, and that's when I came to realize that it was because they were focusing more on satisfying me rather than the client so I slowly started letting them have more autonomy, and realized, it even freed up some time for me. Developing this style wasn’t an overnight process. It required a lot of self-reflection and openness to feedback. It was a challenging transition, but seeing my team thrive and take ownership of their work made it all worthwhile. I also found that maintaining open lines of communication and providing clear expectations when delegating tasks ensured that everyone was on the same page and knew what was expected of them.
As the owner of a software house, my leadership style has evolved into a blend of transformational and participative leadership. Early on, I recognised the importance of fostering a collaborative environment. Encouraging open communication and active participation has been key to harnessing our team's collective creativity. A pivotal moment came during a challenging project deadline when, instead of dictating solutions, I involved the team in brainstorming, which not only helped us meet the deadline but also boosted morale and reinforced the value of collaboration. I strive to be a transformational leader by setting a vision that motivates and excites my team. Focusing on personal development and providing opportunities for learning and growth helps align individual goals with our company’s mission. This inclusive and inspiring approach drives our company forward while nurturing a positive and dynamic workplace culture.
When I started running my restaurants (back long before Gigli was even an idea), I found that I wasn’t always getting through to all of my employees. At the time, I thought it was simply because they didn’t know how to follow instructions or they weren’t listening to what I was telling them. It wasn’t until I discussed the situation with my mentor. I discussed how I knew what I was doing could work because it worked so well for some employees but I didn’t understand how it wasn’t working at all for others. It was at this point that my mentor at the time mentioned adjusting my leadership style to suit employee needs - and I’ve never looked back. The reality of any company is that the people who work there are all going to be different and may have different styles of working. Naturally, this means that they will need different styles of leadership to benefit the most from that guidance. That’s a principle I have followed with Gigli and it has helped me to take the time to truly understand which leadership styles each employee will benefit the most from.
Data Scientist, Digital Marketing & Leadership Consultant for Startups at Consorte Marketing
Answered 2 years ago
I used to focus entirely on a coaching style of leadership because I'm good at teaching people what I know. But over time, I started taking on more senior-level people as my direct reports. Often, they know more than I do on a particular topic, and another leadership style is therefore more effective. With this in mind, situational leadership is the only way to go. Assess the situation including the project you're working on, the individual team members, and the overall team dynamic. Determine how you can best help out to get the results you want, in a way that keeps people engaged and excited about their work. On this point, I'll also mention that I rarely use an autocratic leadership style. I want people to have the freedom to solve problems in their own way, with a few boundaries and access to the help they need. However, there are moments when you have to take charge. There may be tight deadlines or strict requirements, and the only way to meet expectations in these situations is by being a little dictatorial. Just be kind about it and reward people with greater flexibility on the next project. Learn all of the leadership styles you can, and apply them to each unique situation in the best way you can.
I developed my visionary leadership style by embracing my strengths of thinking big and taking an innovative approach to overcoming challenges. I continue to see how effectively articulating my vision of where I see my company in the years to come and how I plan to get there instills my team with a sense of confidence that we can see lasting success together. My emphasis on believing in and sharing my vision is how I manifest excellence and foster a culture of continuous growth and improvement through originality and transparency. A lot comes down to being true to myself and not trying to adopt a leadership style that makes me feel like a fish out of water.
The style of leadership I identify with in my career is supportive leadership where I’m open to new ideas and ways of thinking from my team members and back them to achieve their goals if they align with the company’s overarching ambition. While not a direct mirroring of his style, I developed this leadership by observing how Jack Dorsey runs his companies and interacts with his employees. At Square, Dorsey allowed employees to come to his desk at any time to run ideas through him. After getting his backing the employees are free to run with the idea to the end, getting all the support they need to see it to success. I’ve read a lot about how Dorsey manages his teams and this became an inspiration for me when switching careers from teaching coding to co-founding a tech company of my own. I’ve managed to get the best out of my team by being a supportive leader, a trait that was also nurtured in my teaching days.
I don't really stick to just one leadership style. Sometimes, I get everyone involved and share ideas – that's the democratic side of me. Other times, when things need to move fast, I step up and take charge to keep things on track. However, I do find myself leaning towards a laissez-faire style when possible. I trust my team to handle their tasks independently. I've found that when I give skilled folks the freedom to do their thing, they usually come through without needing constant checking up on. Flexibility is key for me. I know that different people need different levels of guidance, and that's totally fine. It's all about figuring out what works best for each person and situation to get the best results from the team as a whole. I've developed this approach over time – learning that no single style fits every scenario.
My leadership style aligns with a pragmatic blend of transformational and servant leadership, deeply rooted in my varied professional background managing both a real estate law practice and a short-term rental management company. This eclectic mix of roles requires me to constantly adapt and optimize my leadership approach, focusing on visionary tactics while prioritizing the growth and wellbeing of my team. The development of my leadership style has been influenced profoundly by my experiences within the realms of military law and corporate real estate, where the dynamics of team coordination and strategic decision-making are critical. For instance, in my role at Weekender Management, leadership requires providing clear visions for property management growth while ensuring a supportive environment that empowers employees to solve complex problems independently. A key practice I've instituted across my business ventures involves leveraging staff feedback to shape strategic decisions. This approach not only fosters a culture of inclusivity but also enhances operational efficiencies. By regularly gathering insights through tools like live chat and customer surveys, I not only stay informed about on-ground challenges but also ensure that my team feels valued and heard. This method has proven essential in refining our services and internal processes, directly contributing to heightened customer satisfaction and business growth.
Hands down, Jocko Willink. Ownership of all failures and problems within your company or organization is critical. Also love his thoughts on things going bad equals 'good.' Didn't convert a sales, good - means there's more to learn and analyze. Amazing mentality to install within your company.
This response is written by Simon Bacher - I'm the CEO and Co-founder of Ling, a gamified language app with over 5 million downloads. https://www.linkedin.com/in/simonbacher/ I definitely identify and exhibit the visionary leadership style. I'm motivated by the future and have set some mighty goals for Ling. It's not fair to say I found this leadership style, rather it's a reflection of who I am naturally. The label I only learned a few years into running my company when I attended a conference. As a visionary, I motivate and drive others to succeed through an open discourse and by being actively involved in each team's goals and achievements.
I identify most closely with a transformational leadership style, which I developed over years of managing teams in the high-stakes environment of private jet charters. This style emerged naturally as I focused on inspiring and motivating my team to exceed their own expectations, fostering an environment where innovation and proactive problem-solving are highly valued. Regular team discussions and feedback sessions have been instrumental, allowing me to refine this approach by understanding the dynamics and needs of my team, and adapting to ensure alignment with our company's ambitious goals. This participative and inspiring approach has been crucial in navigating the complexities of the aviation industry successfully.
My leadership style is transformational leadership. It naturally evolved from my core values: focus on growth, empowering my team, and motivation through vision. Each value has shaped how I lead. I’ve always invested in continual learning and adaptation for growth, as evidenced when I steered our team through the dynamic shifts in SEO, integrating cutting-edge AI to keep us competitive. Empowering my team is about giving them the autonomy to innovate. Motivation through vision is also super important; we set an ambitious goal to dominate the free tour niche globally. These values formed the very foundation of my leadership style and this naturally led me to become a transformational leader.
My leadership style is primarily participative, or democratic, which I've cultivated through years of team-oriented roles and a deep belief in collaborative work environments. This style became a natural fit for me as I progressed in my career, initially stemming from my experiences working in teams where each member’s input was valued and crucial for success. Realizing the positive impact of involving team members in decision-making processes, I adopted this approach when I stepped into leadership roles. This not only helped in building a sense of ownership among team members but also led to more innovative and well-rounded solutions to problems. In addition to my on-the-job experiences, I actively sought to refine my leadership abilities through academic studies in business management, where I learned about different leadership theories and their practical applications. Engaging with these academic resources provided a theoretical framework that complemented my natural inclinations toward a democratic leadership style. I also made it a point to seek feedback regularly from peers and mentors, which allowed me to understand the strengths and areas for improvement in my leadership approach. This ongoing process of learning, application, and refinement has been essential in developing a leadership style that encourages team engagement and drives collective success.