Leadership Styles

There are many leadership styles, ranging from decisive to coercive, from collaborative to inert, and everything in between. While there is no single style that fits all occasions, there are certain characteristics that are demonstrated by an authentic leader, regardless of style:

•Listening before acting, knowing that he or she doesn't have all the answers

•Providing direction, creating and supporting a vision, mission, and purpose for him- or herself and the organization

•Creating an environment of motivation and support of others, while also always looking for a better way

•Showing respect and encouragement (rather than engaging in ridicule and finger-pointing) for those who are willing to try new things, even if they occasionally fail

•Supporting continuous learning and self-renewal

•Leading by example and honoring a set of values that remain constant

•Demonstrating high personal and professional standards, and appreciating the richness of a diverse workforce

•Making and keeping commitments

•Sharing decision making with others throughout the organization and understanding the difference between strength (effective action) and power (desire to dominate)

Finding that your new boss is lacking in some of the finer points of leadership can be a challenge, especially if he or she demonstrates one or more of the Four Deadly Management Styles: the Bully, the Know-it-all, the Incompetent, and the Micromanager.

The Bully Boss

There are bosses who are demanding but kind; there are bosses who are well intended but lacking in self-awareness; and then there are Bully bosses. Bullies sometimes use a pattern of small and subtle actions over an extended period; each individual deed may not seem abusive, but the cumulative effect makes the situation unbearable. Other Bully bosses are constantly pushy, hostile, angry, rude, blaming, threatening, attacking, and inclined to erupt in a fit of rage.

During the high-tech boom of the 1990s, talent was hard to find, and some people were promoted beyond their abilities. The economic downturn that followed encouraged those ill-equipped individuals to push harder in order to prove their worth to their organizations.

Ron was someone who worked for a jerk. He realized that he really liked his job and the company, and he was willing to work with his boss, his colleagues, and the president to create a communication process that would work for them. He identified his needs, values, and basic style, and he created a communication style plan that he shared with each of his leadership colleagues, including the president. It included an assessment of his value to the organization, a review of key results and motivations, and a section on "how I'm best managed." Since doing this, Ron has not been a target of harassment or humiliation.