Leadership In The Time of Covid-19

Extract from the paper Navigating Uncertainty and Ambiguity in a Period of Turmoil

Repertoire of leadership styles

 Whatever the repertoire of styles in your leadership team was before the crisis, it is important to consider whether they are relevant and salient to the new business reality. 

 For example, the ability to articulate a new vision to drive change is different to a commanding style that is required in an emergency.

 There is evidence in the book Primal Leadership by Goleman, Boyatzis and McKee that the current circumstances require a style that obtains consensus and commitment. Common wisdom suggests that a pacesetting style of leadership, where the leader is obsessive about doing things better and quicker, is admirable. However if these tactics are applied excessively or in the wrong setting it can leave employees feeling overly stressed or even untrusted to get the job done in their own way. The result is often a dip in morale and a lack of resonance in the leadership team.

 You may have adopted a command and control style of leadership during the initial management of the crisis. Typically, do it because I say so! The challenge then was to make tough and unpopular decisions however if you continue with this approach there’s a danger you create a reign of terror and damage morale. Undoubtedly, the skilful use of firmness can be a tonic but you should know when to drop it.

 The phrase coined by Abraham Maslow (1966), “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” comes to mind. As a result, pacesetting and command leadership styles should only be judiciously used.

 Adapting your leadership style

 If you are uncertain about what direction to take, you may need to take ideas from your leadership team and other able employees. A more ‘let’s talk it over’ democratic style will improve morale and create a positive climate although you might need to demonstrate some patience to develop the vision and new strategic objectives.

 Listening with empathy will support the development of new ideas, create a sense of harmony and resonance throughout the team. A sign of good leader is having the ability to tap into people’s emotions to facilitate their self-motivation.

 On the whole the leadership style to be adopted should be built upon your ability to create teamwork, collaboration, manage conflict and influence. 

 Self-directed learning

 Let’s consider who you are or who you want to be? Do you have a strong image of your ideal self? Do you have an accurate picture of your real self?

 Here are the 5 steps leaders can follow to successfully change:

 1.   My ideal self - who do I want to be?

2.   My real self - who am I? what are my strengths and gaps?

3.   My learning agenda - how can I build on my strengths while reducing my gaps?

4.   Practising and mastering new thoughts, feelings and behaviours

5.   Developing supportive and trusting relationships that make change possible

For the full article please contact andy@andybourneconsultant.

 www.andybourneconsultant.com