How to invest in your teams with EQ training

It is obvious why having technical and business skills is crucial in today’s modern workplace. For instance, both of these qualities are necessary for roles in sales and marketing, IT, human resources, and finance. However, emotional intelligence is frequently a quality that is disregarded.

Our capacity to recognise and manage our own emotional states while also being aware of the emotional states of those around us is known as emotional intelligence (EQ). It all comes down to awareness!

Unfortunately, not every worker is adept at handling emotions. The good news is that emotional intelligence is something that can be taught!

Introduction

Emotional intelligence is something companies look for when hiring new employees. Many companies are also investing in and teaching emotional intelligence to help their existing employees grow.

In this session, we will explore why emotional intelligence training is vital to company success and the major benefits of investing in EQ training for your employees. We’ll also explore how to get buy-in from stakeholders and some of the challenges to convincing people of the value of this training.

Finally, we’ll provide some ideas for conducting EQ training, discuss the use of EQ assessments, and provide some links to tools and resources to get you started.

Why is EQ training good for employees?

Emotional intelligence training for employees builds the necessary skills to succeed in business. This type of training program should focus on awareness, control, social, and relationship skills. Some people have natural emotional intelligence, but most need help. Emotional intelligence training is vital to any company’s L&D strategy.

Business benefits of emotional intelligence training

Emotional intelligence predicts job performance from leaders to frontline workers (particularly in jobs with high levels of interpersonal contact). It boosts job satisfaction and reduces burnout. Emotional intelligence improves collaboration and relationships (either between management and employees or between colleagues). As workplace diversity rises, it’s crucial.

Employees and managers should learn to manage their own and others’ emotions. Emotionally intelligent employees will ensure the organisation operates effectively, and efficiently, and follows standards. However, sometimes it takes a bit of convincing for managers and employees to embrace emotional intelligence training.

One of the best ways is to state some of the major business benefits of emotional intelligence training:

Reduces stress

High-EQ employees can manage their reactions to others’ emotions, recognise and control their own negative feelings, take responsibility for their reactions, and manage their expectations. Emotional intelligence training helps teams work under stress.

Assists staff to advance to the next level

Emotional intelligence training helps employees develop leadership and character skills. That means staying calm under pressure, being considerate of irate customers and employees, and approaching problems methodically. A team member who has reached their peak can become a leader with the right training.

Assists employees in overcoming their fears, apprehensions, and insecurities

Have you ever had the impression that some members of your team had trouble moving past setbacks or disappointments? If so, employing emotional intelligence training can give them the skills they need to become more resilient and advance in a positive manner.

Teaches staff how to react to constructive criticism

Your team will avoid acting and speaking defensively with emotional intelligence training. They’ll recognise and be able to control negative emotions.

Enhances communication skills

Instead of expressing their (usually negative) emotions, your team will learn to recognise them, take responsibility for them, and communicate what they need.

Increases tolerance for frustration

Emotional intelligence training helps employees deal with frustrations. This results in better employee interactions and customer service.

Improves social skills

During the pandemic and more recently, employees spent less time talking to each other because there were more teams that worked from home. With the workforce spread out around the world and fewer face-to-face meetings, that can hurt employees’ ability to get along with other people. With training in emotional intelligence, teams will have some tools to help them get along in social situations.

Teaches staff how to spot potential risks to their mental health

Emotional intelligence at work is not just something that employees need to learn. It should also be required of those in charge. These courses can teach leaders how to spot signs that an employee or even an entire team is having trouble, such as negative emotions, poor coping skills, and other signs.

Fosters a positive environment

During emotional intelligence training, one of the things people learn is how to be aware. In particular, they learn that if they don’t control their emotions, they can hurt other people. Also, they will learn to recognise times when they can be good role models.

Shows staff their limitations

Emotional intelligence training doesn’t eliminate negative emotions. It provides tools and techniques for coping. This training helps employees recognise their feelings and limits. Then they can plan their interactions and activities with others.

Assists staff in adjusting to change and uncertainty

If employees have been properly trained, they can accept change, figure out the best way to respond to it, and make changes that are good for the business.

Enhances sense of responsibility

High-EQ employees can own their mistakes. When they fail, they can control their emotions and focus on problem-solving.

Improves leadership

Team managers can draw intelligent conclusions when they use EQ to understand employee emotions and responses. They can identify each team member’s motivators and demotivators. This helps identify ways to boost employee engagement and productivity.

Increases team or group cohesion

By fostering a sense of empathy among team members and ensuring that they are aware of each other’s issues, emotional intelligence training can provide teams with the foundation they need to work together productively. It enables the team to give collaboration and communication top priority.

Enhances customer service

An employee who has received EQ training will be able to: identify and manage their own negative emotions; demonstrate empathy for the customer; work towards a solution without letting their emotions get in the way; and cultivate intelligence over emotions. Even the ability to turn negative interactions into positive ones can be learned with the help of emotional intelligence.

Building your emotional intelligence training program

So, now you know why emotional intelligence training is vital to company success and the major benefits of investing in EQ training for your employees. We’ve also explored how to get buy-in from stakeholders and some of the challenges to convincing people of the value of this training.

In this section, we’ll provide some ideas for conducting EQ training, discuss the use of EQ assessments, and provide some links to resources to get you started.

Use blended learning

Blended learning is the most effective method for emotional intelligence training. During classroom instruction, participants can act out role plays, have discussions, and interpret scenarios using feedback. Participants will comprehend the material better if the learning materials that were covered in person are reinforced online using a learning management system (LMS). You ought to be able to track training metrics for live webinars and in-person training sessions in addition to the efficiency of online training with the appropriate LMS. You must include emotional intelligence training in your training schedule, which should be carried out and completed every three months.

Include tests and quizzes

Learners can better understand a lesson’s key concepts by using online tests and quizzes. Additionally, it keeps students more engaged and enhances the training course experience for their training program. When creating online tests and quizzes, trainers frequently use a variety of question types, including multiple-choice, true or false, and matching tests. As a result, the course is more engaging, and the subject matter doesn’t get too dry.

Try It Out in Real Life

After the training is over, having your students practice in their regular environments is a simple way to get them to use their EQ skills.

Useful resources and links

Psychology Today

146 questions • free

It takes about 45 minutes to complete.

https://www.psychologytoday.com/ca/tests/personality/emotional-intelligence-test

Mind Tools

15 questions • free

Take Mind Tools Quiz

Institute for Health and Human Potential

17 questions • free

Take the IHHP Quiz

The key takeaways

Emotional intelligence is something companies look for when hiring new employees. Many companies are also investing in and teaching emotional intelligence to help their existing employees grow.

This training should focus on awareness, control, social, and relationship skills. It’s vital to any company’s L&D strategy.

Emotional intelligence training helps employees develop leadership and character skills.

A team member who has reached their peak can become a leader with the right training.

Training should also be required of those in charge, so leaders can spot signs that an employee or entire team is having trouble.

High-EQ employees can own their mistakes and focus on problem-solving.

Team managers can draw intelligent conclusions when they use EQ to understand employee emotions.

The ability to turn negative interactions into positive ones can be learned with the help of emotional intelligence training for employees.

You must include emotional intelligence training in your training schedule, which should be carried out every three months.

Participants can better understand a lesson’s key concepts by using online tests and quizzes.

You ought to be able to track training metrics for live webinars and in-person training sessions.

Improving your self-awareness

Self-awareness is knowing how external stimuli affect internal reality. Basic mindfulness involves recognising emotions and their effects. Self-aware people can:

  • Identify and label their emotions.
  • Know why they feel a certain way.
  • Learn how emotions affect their behaviour and that of other people.

People who are self-aware have a strong sense of identity; they know who they are and what their goals and interests are.

3 types of self-awareness

There are three types of self-awareness: emotional self-awareness, accurate self-assessment, and self-confidence.

Emotional self-awareness. Being emotionally aware means being aware of how you feel. For example, are you happy, sad, scared, or something else? And being aware of your feelings means knowing how they might affect the way you think, act, and do your job.

Accurate self-assessment. Self-assessment involves knowing your emotional strengths, weaknesses, and limits. For example, you know you may yell when frustrated, angry, or stressed.

Self-confidence. Knowing your emotional tendencies boosts self-confidence. Self-confident people don’t let surprises shake them. They know who they are and can communicate effectively.

The importance of self-awareness

Without self-awareness, we ignore our emotions and become victims. If we don’t acknowledge our emotions, they may control our decisions, influence our actions, and hurt our performance.

With self-awareness, we can stop negative behaviours, cope with stress and emotions, understand our motivations and values, empathise with others, strengthen our relationships, and become more assertive.

5 Tips for Improving Self-Awareness

So, what can you do to become more self-aware? The first step is to listen and ask questions.

Feel and accept your emotions

Emotions give us information, so we shouldn’t try to hide them or hold them in. Instead of trying to fight them, focus on how you feel. Give them names, sit down with them, and let them do what they need to do. Ask yourself, “How do I feel right now?” and “Why did I choose this label?” on a regular basis. When you recognise and accept something, you become aware of it.

Keep a reflective journal

Practice emotional reflection. Keep a journal of your day’s events. What did you do? “Working late today made me angry and bitter.” After getting home, I ignored my family. You’ll notice patterns in a journal. You’ll recognise emotional triggers and responses.

Notice your physical reactions

Our bodies store emotion. Anxiety causes sweaty palms, a fast heartbeat, and tight muscles. By recognising these reactions, you can understand your internal signals before noticing the emotion. Make it a habit to do body scans when you’re relaxed or returning home from a stressful day. Ask yourself, “How are my breathing, heart rate, and muscles? Are they different from normal?”

Reflect with “what” questions

When we reflect on our emotions, we tend to focus on “why” rather than “what.” “Why did I yell at everyone?” we wonder. “Why was I so nervous?” However, when asked “why,” we frequently invent our own answers and place blame. “I have an anger problem,” we say, or “I’m just a nervous person.” Instead, try to figure out what is going on to increase self-awareness. For example, you might ask: “What about the experience made me nervous? What did this situation have in common with previous encounters?”

Seek regular feedback

Sometimes our thoughts and actions clash. Others may perceive your assertiveness as bullying. Ask senior leaders, peers, and subordinates for feedback often. By asking for and accepting feedback, you’ll learn how others see you.

The key takeaways

Self-awareness is knowing how external stimuli affect internal reality. Being emotionally aware means being aware of how you feel and how that might affect the way you think, act, and do your job.

There are three types of self-awareness: emotional self-awareness, accurate self-assessment, and self-confidence.

Ask yourself, “How do I feel right now?” and “Why did I choose this label?” on a regular basis.

Make it a habit to do body scans when you’re relaxed or returning home from a stressful day.

Ask senior leaders, peers, and subordinates for feedback often. By asking for and accepting feedback, you’ll learn how others see you.

What is emotional intelligence (EQ)?

How do you respond when you’re agitated, stressed, and overburdened? Do you panic or yell instead of taking a deep breath to regain your composure?

What happens when other people have intense feelings? Do you have the ability to recognise those emotions and comprehend why they are occurring, or do you make snap judgments?

People with high levels of emotional intelligence are conscious of their own emotions as well as those of others. And with that knowledge, they can control their responses and foster productive interactions. It’s a skill that helps people succeed both inside and outside of the workplace, making it essential for leaders to master.

In this article, you’ll learn about emotional intelligence and its two categories: personal competence and social competence. Then, you’ll learn why emotional intelligence is essential for leadership success.

What is personal competence?

The ability to identify and control one’s feelings is an essential component of personal competence. Having self-awareness, self-regulation, and self-motivation are all necessary components.

Understanding your own feelings constitutes self-awareness. The first step is simply being aware of the feelings as they arise and then comes figuring out what triggered them and how they’re influencing your thoughts and actions. People with a strong sense of self-awareness tend to question their initial feelings and search for more complex justifications for their conclusions. You may examine your feelings to find out if they are really masking something else, such as insecurity, sadness, or stress.

Self-regulation is the ability to manage your emotions once you are aware of them. It centers on exercising restraint and making deliberate decisions. Those who are adept at self-regulation can control impulsive actions, and destructive emotions, and maintain resilience during difficult times.

Last but not least, we have the concept of “self-motivation,” or internalised impulse. Emotional motivation is the use of positive feelings as a driving force to maintain focus on positive actions and avoid distractions (such as procrastination). If you’re highly motivated from within, you won’t need as many incentives from the outside world to keep you going. This helps you stick to your goals despite setbacks and maintain a positive outlook.

What is social competence?

Understanding and controlling one’s own feelings, as well as those of others, is a crucial component of social competence. If you’re good at this, you’ll have more opportunities to connect with other people and make an impact in their lives. The ability to empathise with others and to interact effectively with others are the two main components of social competence.

Knowing how another person is feeling is what we call empathy. Empathetic people have a keen eye for the emotional states of those around them. They pick up on a speaker’s nuances, body language, and other cues, both verbal and nonverbal. They probe for insight into others’ emotions in order to better relate to them.

Interacting effectively with other people is what we mean when we talk about having good social skills. Competence in this area is centered on doing. It’s the practice of using empathy for the benefit of others by making social connections based on an awareness of their emotional state. It is concerned with a wide variety of interpersonal skills, such as negotiating, managing, leading, and motivating others. Simply put, social skills are “people skills.”

Why is emotional intelligence essential for leadership success?

Leaders set the tone of their organisation. If they lack emotional intelligence, it could have more far-reaching consequences, resulting in lower employee engagement and a higher turnover rate.

You’ll gain several leadership advantages by raising your emotional intelligence. You’ll have fewer blind spots and make more impartial decisions. You’ll establish a positive work environment with higher employee morale and improve communication.

Developing emotional intelligence takes time. No matter your industry or career stage, practice your skills to reap long-term benefits.

The key takeaways

The capacity to identify, comprehend, and control both your own and other people’s emotions is known as emotional intelligence.

Understanding your own feelings constitutes self-awareness.

Self-regulation is the ability to manage your emotions once you are aware of them.

If you’re highly motivated from within, you won’t need outside incentives to keep you going.

Knowing how another person is feeling is what we call empathy. It’s the practice of using empathy for the benefit of others by making social connections based on an awareness of their emotional state.

Competence in this area is concerned with a wide variety of interpersonal skills, such as negotiating, managing, leading, and motivating others

What is transactional leadership?

Introduction

Max Weber first described the transactional leadership style in 1947, followed by Bernard Bass in 1981. As its name implies, transactional leadership is a “transactional” process involving two people, the leader and the follower, who must interact in order to achieve certain goals.

Transactional leadership appeals to the self-interest of each team member in order to motivate them to perform well in exchange for perks or rewards.

But how do you know if it’s right for your team? In this article, we’ll discuss the pros and cons of transactional leadership and how to know whether or not it’s the right style for your company.

What is transactional leadership?

Transactional leadership is a style of leadership that focuses on order, structure, and goal-oriented planning. A transactional leader will directly tell their team what to do—as a result, this leadership style prioritises maintaining the status quo rather than challenging it.

According to this framework, leaders maintain strict hierarchical authority over their followers, who are expected to respect them and carry out their commands without questioning or challenging the leader’s authority.

Characteristics of transactional leadership

In organisations where structure is essential, transactional leadership excels. However, transactional leadership is inappropriate for organisations that encourage initiative.

Here are some of the characteristics of transactional leadership.

Extrinsic motivation: transactional leaders motivate employees externally to achieve organisational goals. They reward employees for meeting goals and behaving well. The manager will punish an employee who doesn’t behave or meet expectations.

Discourage innovation: transactional leadership hinders innovation. Employees must follow rules and procedures. They don’t encourage innovative ideas to improve the process.

Directive: transactional leadership excludes employees from decision-making. They believe all decisions should be made by the company’s management, and employees should follow its decisions and procedures.

Interest in a hierarchy: transactional leaders prioritise organisational hierarchy. They treat employees based on their hierarchy. They prioritise creating a business structure.

Emphasis on self-achievement: transactional leaders encourage employees to reach personal goals. They don’t encourage teamwork or success. If an employee meets a goal, the leader will reward them; if not, they’ll be punished.

Pros and cons of transactional leadership

Much of transactional leadership’s benefits go to the employer, not the employee. Transactional leadership benefits companies more than individuals or teams. This leadership style prioritises short-term gains and the present over building happy, healthy, reliable, and intrinsically inspired teams.

In the last decade, transactional leadership has declined. With more millennials in the workforce, more industries are focusing on work-life balance and employee fulfillment, which aren’t priorities under transactional leadership.

The key takeaways

Transactional leadership is a style of leadership that focuses on order, structure, and goal-oriented planning.

A transactional leader prioritises maintaining the status quo rather than challenging it. In organisations where structure is essential, transactional leadership excels, but it’s inappropriate for organisations that encourage initiative.

In the last decade, transactional leadership has declined. With more millennials in the workforce, more industries are focusing on work-life balance and employee fulfillment.

Transactional leadership prioritises short-term gains and the present over building happy, healthy, reliable, and intrinsically inspired teams.

What is democratic leadership?

Introduction

A participatory (or democratic) leader encourages group discussion and decision-making. Participatory methods encourage collaboration and allow group members to contribute to decision-making.

Participative leadership gives team members ownership over an organisation’s goals and plans.

What are the pros and cons of democratic leadership?

Under this leadership, group members may feel valued, aligned, and linked. Their combined knowledge and drive shape their daily jobs and team success, so they must trust and know each other better.

The disadvantages of democratic leadership are that resentment may creep in. Collaborative decision-making is time-consuming. Team members can lose trust. There can be lulls where there is limited productivity. The team’s expertise may be insufficient.

How do you implement democratic leadership?

Democratic leadership makes sense in theory, but how do you implement it?

If group members are inexperienced with this method, leaders must develop the skills to lead and facilitate discussion.

Follow these steps to boost team participation:

Lead discussions: without a flexible leader, free communication and conversations might wander off track. Help your team brainstorm issues, solutions, and how to reach conclusions together. If the conversation veers off-topic, gently bring it back.

Deliver accurate data: leaders have a lot of power since they supply accurate data for group decisions. It’s vital to be as transparent and open as possible. This will increase teamwork and build trust.

Encourage sharing by helping team members share their opinions. A strong team has members with the expertise and perspective needed to make good decisions and find answers.

Summarise progress: note the group’s key thoughts and decisions or solutions. All team members should see this summary.

Encourage decisiveness: assist your team in reaching an agreement and ending a discussion. If they’re hesitant to make decisions, they may need to be pushed. Help them make a decision based on the information.

Take action: when a choice creates a new strategy or project, help the team break it down into tasks. Distribute each assignment or project area to the right team members so they can start acting by the deadline.

The key takeaways

Democratic leadership gives team members ownership over an organisation’s goals and plans.

Participatory methods encourage collaboration and allow group members to contribute to decision-making.

Leaders must develop the skills to lead and facilitate discussion.

Leaders must also supply accurate data for group decisions. This will increase teamwork and build trust.

What is Autocratic Leadership?

Introduction

Autocratic leadership is a management style in which one person has complete authority.

These leaders create a highly regulated workplace. They make all decisions independently, decide on workplace methods and processes, and accept full responsibility for an initiative’s success or failure.

It may not come as a surprise, but this is no longer a popular leadership style. Still, there are times when this style is most applicable and appropriate.

What are the strengths and weaknesses of autocratic leadership?

The autocratic method has both positive and negative aspects.

It is a strength because it establishes clear expectations, promotes order and structure, and allows for quick decision-making.

As a weakness, it can lower morale, impair creativity, and lead to a dependency culture in which success is entirely dependent on one’s own abilities.

When to use autocratic leadership

While those who rely on this approach too heavily are often seen as bossy or dictatorial, this level of control can have benefits and be useful in certain situations.

This management style is effective when the work requires precise instructions and very little deviation from established procedures, or when one person has the experience and knowledge to manage most situations quickly and efficiently.

Because of the risks, only use an autocratic approach if:

A competent leader is in charge. Work involves routine processes and established methods.

People who use an autocratic style are decisive and do not tolerate questions, discussions, or deviations from established policies and procedures.

Teams require clear direction. Some teams may have a difficult time getting organised, setting deadlines, and staying on target. They may need a great deal of direction in carrying out their responsibilities.

An autocratic leader has a “my way or the highway” attitude and leaves little room for creativity or the expression of individual initiative.

You’re facing a crisis. With one person calling the shots, it’s easier to act quickly and get people moving in a crisis. Rather than needing to deliberate, consult, and agree, one person will streamline the process.

On the other hand, a single leader makes it more difficult to replace that person, and there is little opportunity for development or growth as others wait in line to take over.

You require consistency and precision. When consistency and precision are required for success, there is little room for independent thought.

Numerous places of employment stand to gain from the application of autocratic leadership in the right circumstances. Don’t forget to treat your subordinates with respect, share company policies with your team before enforcing them, and do what you can to ensure they feel heard. After that, you will be able to keep control in a sustainable manner by using the autocratic style to your advantage.

The key takeaways

Autocratic leadership is a management style in which one person has complete authority over all workplace decisions. This can be both a strength and a weakness because it establishes clear expectations and promotes order and structure.

It can also lead to a dependency culture in which success is entirely dependent on one’s own abilities.

People who use an autocratic style are decisive and do not tolerate questions, discussions, or deviations from established policies and procedures.

An autocratic leader has a “my way or the highway” attitude and leaves little room for creativity or the expression of individual initiative in the workplace.

What is laissez-faire leadership?

Introduction

Laissez-faire leadership is one of the most popular styles of leadership in modern business today. It’s also known as “passive,” “inert,” or “reactive” because it lets employees do what they want to do with little guidance from management. This type of leadership isn’t always bad—it can be beneficial if used properly!

What is laissez-faire leadership?

Laissez-faire leadership is a style of management that allows employees to do as they please. This hands-off approach to leadership is often used in small businesses or startups, as it’s easier for managers to keep tabs on their teams when they’re not responsible for every decision.

It can also be found in large companies with highly specialised roles—for example, if you work at Yelp and your job involves taking photos at restaurants so that reviewers can provide more accurate feedback on the quality of food and service, then laissez-faire leadership may be right for you!

But how do you know if it’s right for your team? In this article, we’ll discuss the pros and cons of laissez-faire leadership and how to know whether or not it’s the right style for your company.

Types of laissez-faire leadership

Laissez-faire leadership is a style of leadership that focuses on the team and not the leader. It is most often associated with libertarianism but can also be found in other philosophies, such as anarchism and socialism. In this type of leadership, you have to let your employees take charge because they know their jobs best.

Laissez-faire leaders do not set goals for their teams or give them clear instructions on how to perform their jobs effectively; instead, they encourage creativity from employees by giving them leeway in deciding what needs to be done first or last (depending on your company’s culture).

While this may seem like a great way to get your employees to take ownership of their jobs, it can also be problematic because they could make poor decisions that negatively affect the team’s productivity. Laissez-faire leadership is best used in situations where you have highly skilled employees who know what they’re doing. If you’re a startup company with no experience in how to manage people, then this type of leadership probably isn’t for you just yet.

Advantages and disadvantages of laissez-faire leadership

Laissez-faire leadership is an effective style of leadership in fast-paced environments, but it can also be ineffective in slow-moving environments. It’s not as effective when employees are constantly changing roles and responsibilities. In addition, laissez-faire leaders may find themselves challenged by high employee turnover rates—especially if they don’t have the same level of knowledge about their employees’ jobs as their subordinates do.

This means that some employees may not care about doing their jobs as well as others do; this will have an effect on productivity levels across the board and could ultimately lead to lower profits for companies employing this method of management.

Laissez-faire leadership may also be ineffective when there’s a lack of direction from the top.

When employees are left to their own devices, they may make decisions that do not align with the overall goals of the company—or at least not in ways that help boost profits.

The key takeaways

Laissez-faire leadership is not a style of leadership. It’s an approach to leadership that focuses on making decisions without interference or direction from others.

Instead of trying to control everything, leaders who follow this approach let things unfold organically—that is, without the leader imposing their will on things.

The goal is for everyone involved in the business or project to have as much freedom as possible so that they can do their jobs effectively and efficiently.

The only thing that leaders should focus on is making sure that everyone’s goals are aligned and that they have everything they need to be successful.

If you’re looking for a way to build a strong team and create an environment where people can grow, then laissez-faire leadership may be right for you.

5 leadership styles to boost performance

Introduction

What’s the difference between a manager and a leader? In most cases, the answer is simple: leadership skills.

A great manager can adapt to their team’s needs, utilise different styles to boost performance, and be an effective communicator with employees.

The value of a great manager is that they can adapt to their team’s needs and utilise different styles to boost performance.

The five styles of leadership are laissez-faire, autocratic, democratic, transactional, and transformational.

How does each leadership style boost performance?

Laissez-faire is a hands-off approach that is most effective when leading an intelligent and organised group of self-starters.

Under this leadership style, the manager simply lets the team get on with their work without interfering with their work or supervising their progress at all.

Autocratic is an authoritative approach that works best if there’s a tight deadline or a team requires strict supervision.

Decision-making power is held by a single leader, who makes every decision and announces them as orders to be followed.

Democratic: a shared style that encourages equal input. This style is most useful when you need to gather additional perspectives before making a final decision.

To encourage participation, a leader offers all options available, solicits opinions and feedback from team members and stakeholders, and evaluates options.

Transactional: a carrot-and-stick approach that works well when maintaining the status quo and completing a series of short-term tasks.

When executing transactional leadership, leaders may give orders and expect compliance.

When managers need employees to do routine work, transactional leadership works well.

Transformational: an emotionally-driven method where leaders act as visionaries.

This style excels when you need to encourage productivity, innovation, and team engagement.

Conclusion

So, which of these leadership styles is right for you? It depends on your team, goals, and situation. The key is to know yourself as a leader and to be able to adapt as necessary.

The key takeaways

The five styles of leadership are laissez-faire, autocratic, democratic, transactional, and transformational.

A great manager can adapt to their team’s needs and utilise different styles to boost performance.

The key is to know yourself as a leader and to be able to adapt as necessary.

6 practices to become a better leader

Introduction

You need more than just a skill set to become a good leader. No matter how many leadership books you read or how much training you receive, it won’t all “sink in” unless you’re committed to improving your leadership abilities, and that’s where the leadership practices come in.

6 practices to become a better leader

By using these six leadership practices (make decisions, think, make things happen, get people involved, listen and help people grow) you can become a better leader and lead a team with ease and confidence.

1. Make decisions

A leader makes decisions. So the person in the role needs to be confident and self-assured to make the right decisions in a timely manner and make them confidently. For example, if you are in a management position and there is a deadline looming for an important project, say a huge presentation for a client in one week, you can’t say, “I am not going to have time to finalise all the details of this project so I will ask someone else or leave it to my team member or an intern to do this for me.” You are the leader; therefore, you have to take control of the situation, put in your full effort to make sure that the project is completed on time and to the quality that is desired, and be ready to take responsibility for the outcome of your decisions.

2. Think

A leader thinks before taking a decision. For example, a leader should take time before deciding upon any course of action that involves other people in the team, as well as consider the importance of getting all the facts before making a decision. Before making a decision, they have to think and plan. The leader must have an objective for what they are trying to achieve by taking this decision. And then they should think of how to achieve it and what impact it will have on the company.

A leader should also understand why a decision is made and not just focus on what the right decision is. But they should also understand what the pros and cons of the decision that they make are.

3. Make things happen!

A leader should not wait to be made the captain of the team; a leader should go out and be that person. The leader must make things happen, identify the problem, and think of how to solve it. They should make sure that the whole team knows what they plan to do and then carry it out. The leader must think of how to improve the plan. The leader should be seen in their team, and the team should see that the leader is doing their job.

The leader should come up with some ideas and initiatives and should implement them. If there is a problem with their team, the leader should take action and not wait for others to take care of it.

4. Get people involved

It is very important for the leader to get their team members involved in some other areas of work. This helps them learn, develop their skills, and gives them the freedom to grow. This also helps develop some ideas and initiatives.

But the leader should be careful not to misuse this opportunity or get too involved, or the team might resent or feel that the leader has hijacked their ideas. On the other hand, it is also essential for the leader to create an atmosphere conducive to learning and development within their team.

5. Listen

A good leader always listens. They do not let their ego get in the way of listening to people. The leader should ask questions, listen carefully to what people have to say, and then respond to their points. It is very important for the leader to listen to people to understand how they perceive the problems, what they think of the solutions, what they need, and what the impacts of their decisions will be.

6. Help people grow

A leader should help people grow. It helps them to develop their skills, make them feel needed, improve their productivity, and make them feel valued. Leaders need to get out of their comfort zones and not sit behind their desks and watch their people grow. As leaders, we all are different. Each of us has our own skill set. We are also different in personality. So we need to build a culture where people can be free to bring out the best in themselves.

The key takeaways

You need more than just a skill set to become a good leader. No matter how many leadership books you read or how much training you receive, it won’t all “sink in” unless you’re committed to improving your leadership abilities. By using these six leadership practices, you can become a better leader and lead a team with ease and confidence. The leader must make things happen, identify the problem, and think of how to solve it. It is very important for the leader to get their team members involved in some other areas of work. This helps them learn, develop their skills, and gives them the freedom to grow. A good leader always listens and does not let their ego get in the way of listening to people.

Leading with vision

Introduction

The capacity to visualise the future of your business and develop a strategy to get there is known as vision. Vision-inspired leaders are better equipped to energise, involve, and unite their workforce. They know what is needed to maintain their competitive edge, have a shared sense of direction, and can overcome any hurdles that threaten the business’ survival.

What is a shared vision?

A team’s purpose is defined by its shared vision, which also offers its members purpose and direction in their work. The highest performing and most satisfied employees take a “we” perspective, viewing themselves as part of the organisation, as opposed to merely viewing themselves as individual workers. They know what is needed to maintain their competitive edge, have a shared sense of direction, and can overcome any hurdles that threaten the business’ survival.

Why is a shared vision important to business success?

A shared vision provides leaders with a tool for making decisions and creating a company road map. A vision statement of one or two sentences might be enough to convey your vision. However, an overall vision statement that is future-focused, ambitious, directional, particular to your firm, brief, and easy to comprehend as you explore ideas is much more effective.

You do not want a vision statement that is specific to one project or marketing initiative; the vision should be broad enough to apply to everything your company does throughout its existence.

Find out what your goals are for the business or what success looks like.

How to create a vision statement

Having a clear vision helps your organisation articulate how it achieves its goals and objectives. To get there, start by defining what success looks like. Ask yourself and key stakeholders: What do you want to accomplish, both personally and for your business? To keep it simple, define success as achieving your goals, not achieving a specific financial milestone or beating a competitor.

By using language that resonates with them, you can aid your team in comprehending and concentrating on the vision. Vision statements must be:

1 Future-focused

It must be clear from your vision statements how your company fits into the larger world. Your vision statement shouldn’t be a one-liner; rather, it should be a sincere declaration that sums up the course your company will take over the next few years.

2 Audacious

What your business intends to accomplish over the next two to three years needs to be crystal clear in its vision statements. Audacious vision statements must include your customers and your company’s value proposition; they cannot be restricted to the company or industry. Being audacious does not require being the best. It implies that you aren’t the worst. There is no need to be hesitant about moving forwards because that is what the point is.

3 Directional

Your company’s direction must be made clear in your vision statements. Which destination do you seek? Is that heading in the right direction? Are your core competencies in that direction? Your company must follow your vision statement rather than the other way around.

4 Specific

Detailed and actionable vision statements are prefered. Make sure to give extra thought to how you want to be known and understood as you create your vision statement. Clearly expressing how you can benefit your clients and potential clients will help you stand out from the competition.

5 Short and simple

The most crucial requirement for a vision statement is that it be clear and precise and simple to understand. A wordy vision statement is useless. Focus your efforts on communicating your vision in as few words as possible.

The key takeaways

The capacity to visualise the future of your business and develop a strategy to get there is known as vision. A team’s purpose is defined by its shared vision, which also offers its members purpose and direction in their work. A shared vision provides leaders with a tool for making decisions and creating a company road map. A vision statement of one or two sentences might convey your vision.

Find out what your goals are for the business or what success looks like by asking yourself or important stakeholders what your dreams are for the company or what success looks like. As you brainstorm ideas, craft a final vision statement that’s future-focused, audacious, directional, specific to your business, and short and simple to understand.

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