The 6 Leadership Styles: Visionary (Part 2 of 6)

Leadership Style 2 of 6: Visionary

Last week saw the launch of my six part series on The 6 Leadership Styles with an overview of the 6 styles, and a more detailed look at the first style (Directive). We learned that the leadership style(s) a leader deploys shapes 70% of the climate and the climate accounts for 30% of the results. We also learned that a one-trick pony doesn’t cut it as a leader, rather the most effective leaders utilize 4 or more of the Six Leadership Styles and can shift gears seamlessly as different situations arise. This week, in the second part of our series, we explore the Visionary Style.

 Overview

In many ways we are quite familiar with the Visionary Style of leadership. They are the ones taking centre stage in movies and novels, running the show as the story builds around them. Visionary leaders are all about creating long term direction with inspiration, a big picture vision, strategy, and alignment. They will tirelessly and repeatedly communicate/sell the vision to others (explaining where we’re headed and WHY), and ensure that people and actions align with the long term direction. As discussed last week, Directive leaders tell people what to do and may often prefer NOT to explain why, whereas Visionary leaders paint the picture, and are happy to explain why. In doing so, they inspire and engage people to want to pursue the vision. Visionary is about (1) where we are going, (2) why we are going there, (3) translating what that means for different departments/people.

Pros

The Visionary approach emphasizes the long term direction, planning-the-work and working-the-plan, such that everything supports the strategy. It can be a very powerful style because it unites people and galvanizes them toward a common direction. They will often use scenarios, metaphors, symbolism, stories, or analogies to paint a powerful, inspiring, and compelling picture that energizes and moves people toward the future.

People often get disengaged when they don’t know where things are headed. However, working for a leader who regularly reminds people where things are headed can be quite exciting, energizing, and engaging. They may do this more subtly, or more often with an enthusiasm that is highly contagious. Although most large-scale change projects (mergers and aquisitions, technology projects, restructuring, etc.) begin with a vision, the vision often gets lost/cloudy partway through the project. Reminding people of the vision is essential for helping others see the light at the end of the tunnel.

The ground is littered with companies who failed to make a successful transition, usually due to a lack of vision about the future, or an inability to change (in any given 25 year period 50% of the Fortune 500 cease to exist). This is not a style to be carted out once a year for the AGM and then mothballed. The most impactful use of the Visionary Style isn’t the highly motivational speech, but rather the leader who regularly takes the time to keep people connected by explaining how a particular task, position, or project contributes to larger goals.

 Cons

Visionary leaders are at their best when they have one foot in the present and one foot in the future. They can be dangerous with both feet in the future, sometimes becoming too abstract and disconnected from the realities of running core business operations. They must be willing to get down to the operational level to translate the vision and provide clarity. When solely used, Visionary leaders are sometimes too vague, general, and/or obscure. They may be prone to pontificating on and on about the 20-year horizon without making decisions, going light on what needs to get done now, creating confusion. Think about the leader who has all the conceptual answers at a high level, but who can't solve a real practical issue.

Equally important for the person articulating the vision is to have credibility with people. This style may not be the best approach to use in a time of emergency. For example, the moments immediately following a serious safety incident are not the appropriate time to review the 10-year safety plan, instead more immediate actions are required.

Finally, consistently operating at 50,000 feet with a lack of follow-through on specifics will eventually frustrate people (vision without action is just hallucination).

 Summary

Like each of the Six Leadership Styles, every leader needs to be able to use the Visionary approach at times. The Visionary Style has its rightful place among the Six Leadership Styles and as such, needs to be used in the right time, place, and in the right dosage. Generally speaking however, there are many more pros than cons associated with the Visionary Style, hence the Visionary Style is positively correlated to effective workplace climates and building employee engagement.

Leaders can get feedback on their mix of leadership styles by completing a 180o assessment tool completed by self and team members with a sample screenshot show below:

Application

There are many practical applications of leadership styles including:

• Recruitment: Asking behavioural interview questions that discover which style(s) a leader prefers.
• Leadership Development: Embedding leadership styles into formal programs via assessment tool, program content, an e-learning module, and coaching.
• Culture Assessment: Aggregate data provides insights into organizational strengths and blindspots. Is your organization overly directive? Overly participative? Implications?
• Succession Planning: Programs can be strengthened by using objective assessment data and comparisons to global standards of leadership.

Every leader should strive to have a full toolbox of leadership styles. Outstanding leaders use 4 or more of the 6 styles. The more leadership styles you have comfort with, the more situations you can manage effectively. Next week we’ll explore the Affiliative style.

Brent Pederson is a Senior Client Partner with the Hay Group division of Korn Ferry and can be reached at 1.306.359.0181 or [email protected].