Leaders deal with many complex issues including social and political change, rapid technology advancements and generational diversity. At the same time, they need to create workplaces where their people can perform at their best.
For example, agile teams do well under visionary and transformational leaders. Inclusive workplaces need leaders who empower diverse voices. Global operations require leaders who are culturally sensitive and collaborative.
So, how can leaders develop the flexibility to handle a range of different situations and tasks?
What are leadership styles?
Research has revealed that the six most commonly used leadership styles are Directive, Visionary, Affiliative, Participative, Pacesetting, and Coaching. It has also been found that leaders tend to gravitate towards one or two leadership styles that feel most natural to them.
Their preferences result from their personal values, traits, motivations, self-perceptions, and the situations they face. In simple terms, a leader’s behaviour is a mix of who they are and their context.
However, the best leaders know how to adjust their style based on their desired impact, rather than personal preferences. By considering their team’s goals and the individuals involved, they select the leadership style, or combination of styles, that will most effectively energise and engage their team.
Observing situational and group dynamics allows these leaders to quickly and seamlessly adapt their style to suit both their team and the task at hand. This flexibility ensures that their actions support their intent, which has a positive and constructive impact on their team members.
What is organisational climate?
Organisational climate refers to aspects of the workplace environment that executives, managers and team leaders can create for the people they lead. It plays a key role in determining how their people perceive their work environment and perform their tasks.
Korn Ferry’s research has identified six key dimensions of organisational climate: Flexibility, Responsibility, Standards, Rewards, Clarity and Team Commitment. These dimensions have been shown to directly influence individual engagement, discretionary effort and overall performance.
A leader’s style significantly influences the climate their team experiences. In positive climates, teams go the extra mile, exceeding expectations and driving stronger bottom-line results.
Climate should not be confused with culture which refers to the broader values, norms, and beliefs that shape the organisation. Climate is more localised, reflecting the immediate experience of working for a specific leader at a particular time.
If culture is thought of as the organisation’s atmosphere; climate is the local “weather” experienced within that atmosphere.
What is the Korn Ferry Leadership Styles and Climate Survey?
The Korn Ferry Leadership Styles and Climate Survey is an assessment and feedback system that evaluates two key measures of leadership effectiveness – the behavioural styles a leader uses and the impact they have on team performance.
It consists of two 180-degree online surveys, each taking about 15 minutes to complete, possibly longer if raters add many written comments.
Participants rate themselves and are rated by the people they lead to give them feedback on their leadership style and the organisational climate they are creating.
Two detailed reports offer clear information on the participant’s intent as a leader and their impact on their team so they can address any gaps.
A qualified and experienced leadership coach delivers their feedback, exploring with them the steps in building a practical and achievable development plan.
The results give leaders valuable insights into optimising their leadership by flexing their style and creating the conditions for their teams to succeed.