HR Saskatchewan - Spring/Summer 2016 - (Page 8)

FEATURE Leadership Styles Impact on Climate Leadership Styles: Helping or Hindering Engagement? By Brent Pederson Leadership Styles 70% W Climate/ Emp. Eng. e've all heard the phrase, "the leader sets the tone," but would you have guessed the leader sets 70 per cent of the tone? Joint research from Hay Group and Harvard University confirms that the leadership styles deployed by leaders account for up to 70 per cent of the variance in employee engagement, which in turn accounts for up to 30 per cent of the variance in operational and financial results. Clearly the leader does indeed set the tone - and significantly impacts the results! Hay Group. All Rights Reserved Let's first understand what is meant by leadership style, then further explore the impact of various styles on engagement. Coaching Pacesetting © 2015 Hay Group. All Rights Reserved Participative Source: Hay Group Top Teams Research 1998 - 2007 11 countries 120 SLTs Affiliative 8 Spring/Summer 2016 * The table below summarizes the results from another Hay Group/Harvard study that spanned nine years, 11 countries, and 120 senior leadership teams across all sectors. The leaders of high performing teams had a leadership styles profile shown by the Leadership Styles of Various Team Leaders green bars (high on participative, visionary, and coaching). 100% Outstanding Typical Poor The leaders of teams that strug90 80 gled had a leadership style pro77 74 70 69 file shown by the red bars (high 64 63 60 61 60 56 54 50 on directive and pacesetting). 51 2 46 43 40 41 Not surprisingly, the long 30 29 29 term over-reliance on directive 24 20 10 12 and pacesetting is correlated to 8 0 low levels of employee engagement and high levels of turnover. To be at their best, leaders 1 need to push/challenge/stretch themselves to continually improve. If I lead an area Summary I once worked in, a common trap is to be overly High performing leaders master four or more directive and pacesetting because I know the work, leadership styles and learn to use the right tool for I have the answers, and I was likely promoted at the job. They also enjoy higher levels of retention, least in part because I was good at doing that work engagement and results to show for their efforts. - but the leadership role requires me to embrace a Remember, local leadership is high among the different role! Some get it, and some don't. primary reasons people stay in jobs, and ironically More common is for a leader (or entire sector) is also high among the primary reasons people leave jobs, consistently ranking higher than pay to attempt to rationalize high levels of directive in every study. and pacesetting by saying any of the following: In every organization, attracting and retaining we're heavily regulated, we're process-driven, the talent needed to realize your strategy will be and there's only one way to do it. Or my personal critical. Some will be able to do this better than favorite: why waste time if I already know how it should be done and I can just tell people? Of course, others, so make no mistake: building world-class none of these statements hold water. leaders is an essential part of building a worldclass organization. Are the styles of your leaders From boardroom to plant site, the evidence suggests most leaders need to be more visionary helping or hindering your operation? Chances are, (reinforce where and why), more participative (askyou've got some of both. ing vs telling), and do more coaching (feedback). Brent Pederson is based in Regina, SK, and is Application Korn Ferry Hay Group's Director of Operations for the Prairie Provinces. He can be reached at (306) Leaders can better understand their mix 359-0181, or of the six leadership styles via a formal 180° Visionary What makes for great leadership? Providing task clarity? Casting vision? Building relationships? Drawing on team input? Working alongside people? Providing feedback? The truth is "all of the above" - when used at the right time, in the right place, and in moderation. The six leadership styles are: Directive (Do what I tell you), Visionary (Here's where we're going and why), Affiliative (Leadership through relationship), Participative (Let's decide together), Pacesetting (Run fast and keep up!), and Coaching (long-term development of people). Top performing leaders have been shown to have skill using four or more of the six styles, but less than 20 per cent of leaders achieve this level. This same research also shows that most leaders are over-reliant on only one style, thereby limiting their effectiveness as a leader. To build a culture of high performance, every leader should develop skills across the full toolbox of styles. In the same way a golfer uses a range of clubs for different situations, leaders need to develop comfort and skill using a range of leadership styles. The more styles you have command over, the more situations you can manage effectively. feedback tool completed by both direct reports and self. This feedback provides the basis for self-awareness, coaching, development planning, and growth to master the full toolbox of styles. What's your mix of leadership styles? How would your direct reports see it? Results Directive The 6 Leadership Styles 30%

Table of Contents for the Digital Edition of HR Saskatchewan - Spring/Summer 2016

Letter to the Editor
From the Editor
Leadership Styles: Helping or Hindering Engagement?
Building an Accountable and Self-Directed Workforce
Is Distance Learning Meeting Your Training Needs?
Advancing Women in Leadership
Spotlight: Stan Slap – the King of Culture
Saskatchewan HR Trends Report, Spring 2016
Legal Corner: The Use of Contract Workers Can Create Hidden Liabilities for Employers
CHRP Corner
The Resource Room
Advertisers Index

HR Saskatchewan - Spring/Summer 2016