Leadership Styles : Discovering Your Own Style and Appreciating Differences

1. Leadership Styles:Discovering Your Own Style and Appreciating Differences David M. Irby, Ph.D. University of California San Francisco

2. Preview • Understanding Your Style Preferences • Appreciating Differences • Communicating Effectively

3. Leadership Styles • Systematic ways of perceiving, thinking and acting • Four window on the world framed by • Ideals, Action, Logic, Harmony(feelings) • Everyone has each style but also preferences for one or more • Each leadership style has strengths and challenges

4. Idealist Style • Pursues excellence and ideals • Helps and supports others • Stresses cooperation, participation and loyalty • Does what is right • Listens to others

5. Idealist Style: Challenges • Set realistic expectations • Initiate action • Remain flexible

6. Activist Style • Action and task oriented • Takes charge and gets results • Leads in direct and forceful manner • Organizes others and achieves results

7. Activist Style: Challenges • Reduce speed • Involve others • Focus • Follow procedures

8. Analyst Style • Analytical, methodical, practical • Objective and rational • Establishes and follows plans • Relies on fair policies and procedures

9. Analyst Style: Challenges • Move more rapidly without data • Set priorities • Be sensitive to feelings

10. Harmonizer Style • Enthusiastic and sociable • Flexible and adaptable • Seeks consensus and harmony • Works for flexible and adaptive solutions

11. Harmonizer Style: Challenges • Be organized and task oriented • Maintain direction • Confront differences

12. Understanding Your Style Preferences • Idealist • Activist • Analyst • Harmonizer

13. Understanding Differences • Select your most preferred style • 1. Idealist, 2. Activist, 3. Analyst, 4. Harmonizer • Assemble by style • If more than 10, sub-divide • Introduce yourselves • Appoint a recorder • Discuss the case (general approach)

14. Four Style Preferences • Idealist • Activist • Analyst • Harmonizer

15. Communicating Effectively • Lead with your strength • Appreciate differences • Adapt to different styles • Use multiple approaches

16. Creating Productive and Cooperative Teams David M. Irby, PhD University of California San Francisco

17. Preview • Style Differences: How they help and what they want • Case Discussion • Creating Effective Teams

18. How Idealist Helps • Helps by being available, non-directive, encouraging, and stressing ideals • Wants to be responsive and helpful, to pursue ideals and excellence, and to show concern for others

19. How Activist Helps • Helps by taking initiative, offering suggestions, seeing opportunities, confronting problems • Wants opportunities to perform, to meet a challenge, to take initiative and to be responsible

20. How Analyst Helps • Helps by providing informative and practical advise, analyzing problems step by step • Wants opportunities to be analytical, to use familiar procedures, and to build on what is known

21. How Harmonizer Helps • Helps by listening with warmth and empathy, and helping others to come up with their own answers and meaning • Wants a chance to be with others, to use humor, and to be in the spotlight

22. Working as a Team: A Case Study • Assemble by number • Introduce yourselves and describe your styles • Discuss the case • Identify the styles of each team member • Describe how each of you would orient the team • Obtain reactions of others to your proposal

23. Four Style Preferences • Idealist • Activist • Analyst • Harmonizer

24. Creating Effective Teams • Orient and provide clear expectations • Ask for learner goals, interests, background • Create an enthusiastic and supportive learning climate • Provide direction, follow-up, feedback • Coordinate with the senior resident

25. Conclusion • Teams work most effectively when: • differences are acknowledged and affirmed • Each persons’ unique contributions can be made • Decisions and actions are based upon diversity of perspectives