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Vision Setter

Leaders are seen as vision setters when they are able to set a clear vision, anchor decisions on it and communicate it frequently and clearly.

POSITIVE INFLUENCE

Leaders are seen as vision setters when they are able to set a clear vision, anchor decisions on it and communicate it frequently and clearly.

NEGATIVE INFLUENCE

If the leader is new, this can be perceived negatively by followers who are of seniority or who may hold more expertise than the leader, but are not acknowledged or given a voice. Another instance where this may have a negative effect is when the vision is set, but clear direction may not have been provided.

Relationship Keeper

Leaders are seen as relationship keepers when they spend time and make an effort to forge personal relationships, and keep relationships within the team intact.

POSITIVE INFLUENCE

Although these leaders often easily win the hearts of their followers. Followers often feel motivated because of the strength of relationships, most especially in challenging times.

NEGATIVE INFLUENCE

Some situations force leaders to choose between preserving harmonious relationships and giving honest feedback that will improve the work. When relationships are chosen, this sometimes results in mediocrity of work. Sometimes, leaders may also be perceived to use the relationships built to manipulate followers.

Motivating Coach

Leaders are seen as a motivating coach when, in dealing with their followers, they consider individual members’ interests and long-term goals.

POSITIVE INFLUENCE

In being a motivational coach, leaders are able to help their followers see the value of their work not just for the organization, but also for their own individual progress and development. Because of this, followers feel heard and their needs recognized.

NEGATIVE INFLUENCE

Although the coaching provided is often positively received, it presumes that followers have some level of desire to improve. At times when the follower’s need may not be coaching, this may be perceived negatively.

Consensus Builder

Leaders are seen to be consensus builders when they often consult stakeholders in making decisions.

POSITIVE INFLUENCE

This often results in greater ownership for the work.

NEGATIVE INFLUENCE

A downside of a leader who consults too much is that consultations take time. Too much consultation also means facing varying opinions, interests and agenda. In some situations, quicker decisions need to be made.

Task Manager

Leaders are seen to be task managers when they model, guide, monitor and set the pace for the tasks being done to lead to the accomplishment of a set goal. These leaders are often experts in their field (ex. An exemplary teacher that becomes a principal). Therefore, keeping high standards is important for them.

POSITIVE INFLUENCE

This often inspires excellence. High standards, modeled by these leaders, influence followers to keep up with them.

NEGATIVE INFLUENCE

When done too much, this can cause stress and have a negative effect on the emotions of the followers: such as feeling too pressured, being afraid to make mistakes, etc. This can also result in negative emotions if the leader is seen to take credit for the hard work of their followers.

Decisive Commander

Leaders are seen to be a decisive commander when leaders autonomously make decisions or assign tasks.

POSITIVE INFLUENCE

In times of crisis or emergencies, this decisive leader is seen to be able to help the organization move forward, as they provide the clear direction necessary.

NEGATIVE INFLUENCE

Depending on how “commands” are relayed, this can also be perceived by followers as “abusive supervision”-when leaders are followed because of fear or of their authority . For example, if coarse language is used, and or if followers feel like they are being bullied. These leaders utilize their authority to get their way and get things done faster. This can also be perceived as being too authoritative, and followers may feel like they should have been consulted.

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