Have you completed Modules 1 and 2? Click on the links below to access MODULE 1 or MODULE 2
What is Leadership?
We all come to a course like this having many experiences of leadership, both good and bad. But what makes for good leadership? How do we lead well? How can we become better leaders? Fortunately we live in an age where much thought has gone into such questions, and many good resources abound. Before we explore a few leadership styles, take a look at this 2-minute video.
"When you think about leadership, what comes to your mind?"
- How would you describe leadership in just a few words?
- What distinguishes good leadership from great leadership?
This module on leadership styles introduces a few key ways leadership has been conceived of over the years. It is not a comprehensive list of all leadership theories, models or frameworks, but instead provides a quick introduction to some helpful ways to think about leading in times of change or crisis. As you progress through this content, you might find it helpful to note down the 'next action' (from module 2) you need to take in adopting better practices from these leadership styles. Don't freak everyone out and change everything at once. But having a bit of a plan, in how you might move from new knowledge to best practice, will multiply your returns on the investment you are making here.
Leadership Styles
Not all leadership styles are compatible within a Christian or values-based context. In fact, the very concept of "Christian" leadership can be equally problematic. There are many approaches to leadership which, while not explicitly Christian, are very Christlike. Equally, many Christian people lead in ways that don't seem very Christlike at all!
With an overwhelming array of leadership books and online resources on offer, learning about leadership can be very overwhelming. And sadly, while much content appears appealing or inspiring, it won't help you a lot in developing your ability to lead well. Such material is typically weak in explaining how to achieve the results you seek, leans heavily on analogy or slogans, lacks compelling justifications for its claims, and portrays leadership as nauseatingly heroic.
A more palatable, realistic approach will provide multiple ways around which to think about leadership development. It will connect with your context more readily, seeing followers (and I would suggest we are all followers, and leaders, in different contexts) as people and not faceless tools to achieve your mission or vision. Such learning will require a bit of thought from you regarding the how, when and where to apply it. That is to say, it will not be a simplistic one-size-fits-all 'silver bullet' in how to become a better leader. But the good news is that leadership can be learnt. And understanding a few styles of leadership is a great step in that direction.
To whet the appetite, take a quick look at four well-known leadership styles in 2 minutes! Consider how different situations require different approaches–you probably don't want democratic leadership from a fire warden when the building is on fire; yet you might like to be included in a conversation on flexible working hours. Adapting your leadership style to the right circumstances is key to effective leadership.
- Is there a 'low investment-high return' action you could apply in your own leadership from this video?
Consider Peter Northouse's definition of leadership as a "process... toward a common goal." Dispelling some of the weaker conceptions of leadership as traits, abilities or behaviours-based, Northouse's definition is helpful, in that we can think very clearly about a given situation and what the process could look like moving towards achieving a goal.
So... without further ado, let's explore a few different ways leadership has been thought of and described in recent years, and consider how they apply in our rapidly changing world.
The Situational Approach
As the name suggests, The Situational Approach to leadership considers the situation in which a leader finds themselves. Focussing primarily on the developmental level of those being lead, this approach provides a way to think about the level of direction and support required for each individual.
The first, larger box below shows the balance of support and direction needed. The smaller box names the follower's level of competance and commitment. In short, this model suggest that matching the follower's level of development (D1-D4) to the related supportive behaviour (S1-S4) will produce the best results (ie. match the colours).
- What is the overall level of development of your team (D1-D4)?
- Do some members of your team need more or less support?
By using the Situational Approach, you will be able to think more discretely about how you want to support and direct your team. Matching the level of development of each team member to the amount of direction and support you provide will feel congruent for all involved, because you are honouring each person's abilities in the way you are interacting with them.
This probably all seems fairly intuitive, yet all-too-often leaders find themselves treating everyone the same, when this is not really warranted. While it is important to be fair and strive for equity, it is not unreasonable to reward more competant followers with greater creative freedoms. And less compentant followers will typically be grateful for the extra direction and support.
As you will see in the leadership theories that follow, the individualised approach seen here is not unique to Situational Leadership. Many theories of leadership seek to understand the situation in which leadership occurs, including the relationship between the leader and follower. Leader-Member Exchange Theory highlights this superbly.
Leader-Member Exchange Theory
Leader-Member Exchange (LMX) Theory provides a sharp focus on the nature of the relationship between the leader and their followers. It emphasises the unique, individual nature of each follower, encouraging the leader to develop the professional relationship to leverage the best experience and results for all parties.
Watch the 6-minute video below for an explanation of this leadership style.
"The how of leading is up to you!"
- If you were to apply LMX theory in your current context, where would you begin?
- How would you engage each team member in a way that honours their unique individuality?
Transformational Leadership
Transformational leadership, as typically contrasted with transactional leadership, desires to see transformational change in people. Rather than a mere exchange of information or tasks occuring between the leader and follower (as is the case in a transaction), "[Transformational Leadership] is concerned with emotions, values, ethics, standards, and long-term goals." (Northouse, 2016, p.203)
When we look beyond the surface level; beyond seeing a person as a means to an end, and instead discover another self, we place ourselves in a position to know and care for the other. We come to desire something more for them, instead of just something of them. When we tap into the relational power of Transformation Leadership, we unleash a world of possibility, where we discover people with their own hopes and dreams; ideas and passions; motives and desires.
The following 1-minute video introduces the four "I"s of Transformational Leadership.
- Consider how the four "I"s of Transformational Leadership work together
- Which of the "I"s would you stand to benefit most from developing?
Servant Leadership
Perhaps the most well known and respected approach to leadership in Christian circles, Servant Leadership evokes images of Jesus' leadership; washing his disciples feet and understanding himself as one who "came not to be served but to serve..." (Mk. 10:45, NRSV)
[Servant leadership] begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead...The difference manifests itself in the care taken by the servant- first to make sure that other people’s highest priority needs are being served. The best test... is do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in society; with they benefit, or at least, will they not be further deprived.
- Robert Greenleaf (1970, p.15, cited in Northouse, 2004, p.271)
Check out this excellent 3-minute video on Servant Leadership by Ken Blanchard, and how the advice seeks to help you serve those you're leading.
- Consider your experience of seeing leaders serve well?
- How can you serve your followers in ways that bring out the best in you and them?
A servant humbly puts themselves in a place where the person they serve are given the limelight. So too with servant leaders. Servant leaders wants to see their followers do well! A key performance indicator of servant leadership is measured by how well those they lead/serve thrive. Naturally, we will perform better as followers when our leaders are resourcing us, empowering us, challenging us, refining us, guiding us, advocating for us, convicting us, counselling us. Serving us!
Of all leadership theories, none situate the follower so centrally (and selflessly) as Servant Leadership. Such thinking about the relational nature of leadership has led to further reflection on the role of the follower in the leader-follower dynamic. Out of this the study of Followership has emerged in its own right.
...followership dominates our lives and organizations, but not our thinking, because our preoccupation with leadership keeps us from considering the nature and the importance of the follower.
- Robert Kelley, In Praise of Followers (HBR)
A Google search for followership in June 2020 returns about 1.3 million hits, where leadership returns over 2.4 billion results. Leadership is esteemed; even glorified, even as it is often built on the backs of followers. Meanwhile followers are quietly achieving the bulk of the hard work, yet usually receive little credit. So Followership challenges us to think more seriously about the role of followers and how leaders can best see, serve and support followers in fulfilling the mission.
In the context of a changing world, and in the midst of an unforeseen crisis, people's need to be nurtured and known may rise to the surface. Uncertainty and fear affect us. Such situations provide unique opportunites for your team to know you, and to be known. Strong leadership is complimented by strong followership, and true strength in leadership looks far more like servanthood than heroism.
Supporting each other, and involving followers into the decision-making process, is likely to yield greater results.
Leaders do not need to have all the answers, stoically brave the storm alone, and provide (a typically false sense of) absolute security. Rather, by inviting followers into the creative problem-solving space, leaders can radically increase the potentiality of identifying great ideas moving forward. Involving followers into the decision-making process also increases followers level of 'buy in.' This is the kind of leadership that great followers enthusiastically respond to. A shared vision is a vision more likely to be achieved.
The following 7-minute video uses the metaphor of dance in the leader-follower relationship. As you watch this video, consider how others might experience you as a leader and/or follower.
- How might you be more actively engaged with those you lead and follow?
- What would good communication look like in becoming more actively engaged, or actively engaging others?
In the course of our lives, we all play various leader and follower roles. We can see how the fate of one is bound with the other. When leaders and followers clash, it can be frustrating and even hurtful for all parties involved. When leaders and followers form synchronous, symbiotic relationships, key conditions for success are created and nurtured.
A Final Word on Leadership Styles
Leading is a very public exercising of an often private, subconscious philosophy of leadership. It reveals how we see others in relationship to ourselves and any shared sense of values, mission and vision. As the many theories of leadership attest, there is no one "correct" way to think about leadership.
Our changing world presents us with some new challenges and opportunities as leaders and followers. How we respond to them is one part science and two parts art. The theories presented in this module offer some valueable insights into how to lead in values-based and faith-based contexts, especially in times of change or crisis.
Prioritising people's wellbeing is central to Christ-like leadership . As the old Roosevelt quote goes, "“People don't care how much you know until they know how much you care."
So take the time to connect with people at a meaningful level. Make this foundational to your style of leadership. It will improve the quality of life for those you lead, and yourself. In doing so, you can expect better outcomes on several metrics, and you will leave a legacy of kindness in the process. That's a style of leadership worth investing in; that's a type of leader worth continually becoming!
The next module focusses on how to apply your learning so far in the specific context of leading remote teams. Click the button below to begin this module.
Additional Resources
Leadership Development History
This module introduced you to a few leadership styles and theoris. It is interesting to see how the last century saw an explosion in how leadership is thought of. The image below highlights some of those key developments in a single image, for those who are interested.
SWOT Analysis
A SWOT analysis is a useful, popular tool for analysing a situation in order to consider current:
- Strengths
- Weaknesses
- Opportunities
- Threats
While not really a leadership style, it is worthy of a quick mention. If you are not familiar with it, you can find more information here.
Consider how change and crisis can simultaneously create threats and open up opportunities. What strengths can you leverage and which weakness do you need to guard against? Spending some time performing a SWOT Analysis with your team can provide a very simple way of assessing such things, and aid in planning some potential ways forward. How you go about that will be context and resource dependent. The leadership styles described above should hopefully prompt some creative thinking and provide direction in how you impliment such an analysis.