Learning Science Lab Newsletter - Issue 5

?? Welcome to the Learning Science Lab Newsletter, your source of inspiration, knowledge, and creative insights for scientific learning. We invite you to ?????????????????? to our monthly issue if you are interested in L&D.

This issue is dedicated to leadership (no.5):

1. What type of situational leadership should you use in your team? Check the insightful article on the subject!

2. Meet Keith Parker, our guest from this issue who shares insights based on his vast experience in L&D! Keith is one of our dear colleagues who delivers training on various subjects, mostly on leadership.

3. Pin the L&D Concept. What is LMX (Leader-Member Exchange)?

4. Research Minute - Do you know what is the impact of transformational leadership on people's work performance?

5. Quote of the Month.

6. L&D Resources. How to design and deliver effective leadership training.

7. L&D Books. How to do hard things in a human way as a leader.

?? Thank you for your support and for your trust in learning based on science!

Situational leadership, as defined by Thompson (2012), is a flexible approach that blends task-oriented actions like providing instructions and guidance with relationship-oriented behaviors such as listening, offering support, and valuing individuals. This combined approach allows leaders to adapt their strategies to the specific needs of individuals and situations, offering significant advantages.

In scientific literature, there are two different known points of view about situational leadership: Goleman's and Blanchard's theories.

Daniel Goleman believed that leadership and emotional intelligence cannot be set apart. Leaders with high emotional intelligence can?actively cultivate the positive emotional "charge" within their teams?while fostering a?supportive environment?where?all emotions are acknowledged and valued. This approach leads to?increased engagement, motivation, and ultimately, stronger performance.

Goleman proposed six leadership styles (Goleman, 2012):

1. Commanding:?This style emphasizes immediate compliance. While effective in crises or with problem employees, it can harm team morale due to its reliance on control.
2. Visionary:?Leaders inspire change and set direction through self-confidence, empathy, and adaptability. This style has a strongly positive impact, motivating teams towards a shared vision.
3. Affiliative:?This style prioritizes harmony and connection. Leaders with strong empathy and relationship-building skills can effectively heal rifts and boost team morale.
4. Democratic:?This style fosters collaboration and communication, building consensus and acquiring valuable input. It has a positive impact on team engagement and ownership.
5. Pacesetting:?This style demands high standards and is focused on achieving quick results. While potentially effective with skilled and motivated teams, it can lead to burnout if used excessively.
6. Coaching:?Focused on development, this style is focused on enhancing employee performance and growth. Leaders with empathy and self-awareness can leverage this style for long-term benefits.

The most effective leaders understand the strengths and limitations of each style. They strategically deploy the right approach at the right time, creating a dynamic and responsive leadership model that fosters positive team dynamics and promotes organizational success.

On the other hand, Kenneth Blanchard proposed a situational leadership model with four distinct styles, taking into account both task-related factors and the level of relationship between the leader and follower:

• Style 1 (Directing):?In the context of?high task, low relationship, the leader provides clear instructions and close supervision for new or unsure followers.
• Style 2 (Coaching):?In the context of?a high task, a high relationship, the?leader explains "why" while guiding and encouraging motivated but inexperienced followers.
• Style 3 (Participating):?In the context of?low task, high relationship, the leader collaborates with skilled but hesitant followers to build confidence and commitment.
• Style 4 (Delegating):?In the context of?low task, low relationship, the leader empowers experienced and motivated followers by giving them ownership and freedom. (Blancahrd & Hersey, 1998)

? Situational leadership, like many leadership styles, is adaptable to the context and individual involved. When introducing a new team member, especially someone with limited experience like a freshman, employing a Directing style might be appropriate initially.?This involves providing clear instructions and close guidance.

? As the individual gains skills and confidence, the leader can gradually transition to a more supportive and collaborative style like Coaching or beyond.?This demonstrates the flexibility of situational leadership and underscores the importance of?continuously assessing?both: the situational context of the task and the follower's maturity.?It's essential to remember that maturity is?relative and context-dependent.?

? Successful application of situational leadership hinges on the leader's ability to?continuously analyze both the situation and the individual involved, adjusting their leadership style accordingly.

?? Situational leadership in a nutshell:

• develops the ability to adapt the communication?to different audiences when discussing business issues and fosters?understanding and buy-in.
• helps in learning to effectively present?company objectives, ensuring cross-departmental alignment.
• helps in mastering the art of motivating other teams?to take?ownership and action?on collaborative initiatives.

?? At Talent Collection we offer tailored learning services on situational leadership delivered by experienced trainers. You can reach us at?[email protected].

What theory do you resonate most with: Goleman's or Blanchard's?

References:

Goleman, Boyatzis & McKee. (2002). Leadership: Unleashing the Power of Emotional Intelligence

Hersey P, Blanchard Kenneth H. (1998). Management and Organizational Behavior Prentice-Hall, London.

Thompson, G., & Aarset, M. (2012). Examining the impact of social intelligence, demographics, and context for implementing the dynamics of the situational leadership model, Journal of International Doctoral Research

2. ?? Meet Keith Parker, our guest from this issue who shares his vast knowledge in the L&D area. Keith is our colleague and he has more than 20 years of experience and expertise in delivering courses and programmes in the field of leadership. ?? Check the interview here!

?? Transformational leaders have a powerful impact on their followers' morale by clearly communicating a vision. They do this by fostering a sense of accomplishment and competence within their team.

??One study, conducted on 308 employees found that transformational leadership boosted intrinsic motivation. This, in turn, led to better work performance. Interestingly, transformational leadership didn't directly, but indirectly affect burnout or social loafing.

?Companies should focus on developing transformational leaders. These leaders inspire and motivate employees, leading to better performance without increasing stress or slacking off. The research suggests that leadership coaching and training programs are crucial in developing transformational leaders. These programs can include communication, motivation, and brainstorming techniques to equip employees with the necessary skills to be more articulate, inspiring, and innovative.

??Link to the study

6. ??L&D Resources

??Tired of leadership training that misses the mark? The below article explores the common pitfalls and proposes a better approach.

The best leadership training sits in the "sweet spot" between individual, team, and company needs. This holistic approach acknowledges potential inconsistencies and equips leaders with solutions that work for everyone involved.

The article highlights the importance of integrated leadership development that considers the needs of the leader, their team, and the broader organization.

?? Check the rest of the article here!

7. ??L&D Books

?? "Compassionate Leadership" by Rasmus Hougaard is a compelling exploration of a leadership approach that emphasizes empathy, understanding, and genuine connection with those we lead. In a world where the corporate landscape is often characterized by competition and relentless pursuit of success, this book offers a refreshing perspective on how to navigate challenges with a human touch.

?? Leaders are tasked with balancing various factors during decision-making, leading to conflicts between individual interests, team interests, and organizational needs. While the book at times risks perpetuating a perceived conflict between organizational and individual needs, it contends that compassionate leadership can skillfully align both, diminishing the tension between them.

?? One of the key strengths of "Compassionate Leadership" is its emphasis on the human side of leadership. Hougaard argues that compassion is not a sign of weakness but a source of strength that fosters collaboration, creativity, and resilience. The author shares stories of successful leaders who have embraced compassion and highlights the positive impact it has had on both their teams and organizational outcomes.

?? We recommend "Compassionate Leadership" because it challenges readers to envision organizations where compassion for individuals aligns harmoniously with organizational goals. The book advocates for leaders to infuse compassion into existing structures, offering effective practices to achieve this objective. Given the challenges confronting the world today, such efforts are not only important but also imperative.

?? Book: Jacqueline Carter and Rasmus Hougaard. (2022) Compassionate Leadership: How to Do Hard Things in a Human Way. Harvard Business Review Press