Home » leadership-styles
Our bookmarks on this topic are also at pinboard.in/u:unison/t:leadership-styles/
From Roger Schwarz: If your leadership team isn’t getting the results it needs, the cause may be your (and your team’s) mindset. Mindset is the set of core values and assumptions from which you operate. It is your way of seeing that shapes your thoughts, feelings, and behavior.
The research and my more than thirty years working with leaders and their teams reveal that in even moderately challenging situations virtually all leaders use a mindset that undermines team results—what I call a “unilateral control” mindset. When you use a unilateral control mindset, you try to achieve your goals by controlling the situation. You try to influence others to do what you want them to do while not being influenced by others. When you’re working with people who see things differently from you, the essence of your mindset is simple: I understand the situation, you don’t; I’m right, you’re wrong; I will win.
From Roger Schwarz: As the name implies, when you operate from the “one leader in a room” mindset, you believe there can be only one leader in the room – or on the team – at a time: the formal team leader. If the formal leader is you, you alone are responsible for all of the team’s leadership tasks, including identifying the team’s direction and key goals, leading team meetings, and managing challenging work relationships among team members.
When you operate in this mode, you feel like you and your team members are in the same boat. Yet you alone are the boat’s designer, captain, and navigator, while the rest of the crew shows up to row. At some point on the journey you wonder, “Why aren’t they doing more?”
From Jon Katzenbach at strategy+business: Leaders can learn a lot from the late Apple CEO, but not all of it should be emulated. Applying Steve Jobs’ leadership style to the wrong strategy, market, or product could sink a company.
From Ryan Tomayko: One of the things I’m most excited about working at GitHub is the opportunity to take our time and think through organization and process problems from first principle instead of blindly copying other companies or adopting status quo approaches developed in the last century. We’re beholden to no one except the good people that pay us for our products and that gives us the freedom to build a company optimized for delivering the best experience – whatever it takes.
Last year, as GitHub began to grow rapidly, I was promoted to Director of Engineering. That makes me a manager of sorts. Gross, right? Actually, it’s turned out not to be very horrible at all. Like most things at GitHub, I was given complete control and encouraged and expected to define the role in whatever way made most sense to me. I want to share some of what I’ve come up with.
From Mark Miller at ChangeThis: People want to be well led. We all seem to thrive when we are under great leadership. We know it when we see it because our talents are being leveraged, our purpose is clear, our contributions are appreciated, our ideas are welcomed and we’re making progress organizationally and personally.
Friday, March 16, 2012 · Topics: leadership-styles
From FastCompany: In a world of near-constant innovation and disruption, the definition of a great boss (or leader or manager) may be the one thing that doesn’t require reinvention.
From Doug Borwick at Engaging Matters: Art has been an authority-based industry. Experts decide what cultural experiences to provide. The public’s job (when the public has had a job) has been to appreciate them. While, as I have often remarked, this is not true of the whole history of the arts in all cultures, it is true of the European-rooted art forms that are the focus of much of the not-for-profit arts industry in the U.S. With the rise of “participatory culture” built upon online communication tools, people are no longer content to passively accept what experts offer them. They have an expectation of input. This is not a trend that will fade.