How to Coach Yourself and Others Influencing, Inter Personal and Leadership Skills | Página 159

DEVELOPER:
MORE EFFECTIVE LEADERSHIP STYLE
This is the objective counterpart of the missionary style. Objective in a sense that
concern for people is expressed professionally: subordinates are allowed to participate in
decision making and are given opportunities to express their views and to develop their
potential. Their contribution is recognized and attention is given to their development.
High scorers are likely to have optimistic beliefs about people wanting to work and
produce. Their approach to subordinates is collegial: they like to share their knowledge
and expertise with their subordinates and take pride in discovering and promoting talent.
DEDICATED BASIC TYPES
AUTOCRATIC:
LESS EFFECTIVE LEADERSHIP STYLE.
This is a directive and controlling approach. Concern for production and output
outweighs the concern for workers and their relationship. Managers who score high tend
to be formal. They assign tasks to subordinates and watch implementation closely.
Errors are not tolerated, and deviation from stated objectives or directives is forbidden.
They make unilateral decisions and feel no need to explain or justify them. They
minimize interaction with people, or limit communication to the essential demand of the
task at hand. They believe in individual responsibility and consider group meetings a
waste of time. They tend to be formal, straightforward and critical. For that reason, they
are likely to be perceived as cold and arbitrary, particularly by subordinates who have
strong need for support and reassurance.
BENEVOLENT AUTOCRATIC:
MORE EFFECTIVE LEADERSHIP STYLE
This is the communicative counterpart of the autocratic style. It is still directive and
interventionist. High scorers are seen as task masters who devote themselves
comfortably to the accomplishment of production objectives. They enjoy tackling
operational problems and may have less patience dealing with problems of human
relation. They keep in touch with subordinates, instructing them, answering their
questions and helping them with operational problems. They structure daily work, set
objectives give orders or delegate with firm accountability. They would not hesitate to
discipline or reprimand, but do that fairly and without antagonizing their subordinates.
They meet group needs but ignore one-to-one personal relationship.