Oliver Warren, Amicus Operations Manager and ex Army Officer specialises in leadership styles. There’s no one-size-fits-all approach, but rather appropriate adaptations depending on situations and teams. Here, Oliver discusses each style, it’s pros and cons and adaptability in different settings.
Leadership Styles: Understanding Your Approach
Leadership is not a one-size-fits-all concept. The way leaders approach their role can have a significant impact on the success of their team or organisation. Understanding your leadership style is an important step in becoming a more effective leader. As a leader, it’s important to be aware of different leadership styles and their associated benefits and challenges.
In this post, we will explore four different leadership styles: Autocratic, Transformational, Laissez-Faire, and Servant. Each style has its own unique strengths and weaknesses, and the key to being a successful leader is to understand when to apply each approach.
Autocratic Leadership:
Autocratic leaders make decisions without input from others and expect their team to follow their instructions without question. This style can be effective in situations where quick decisions are needed, but it can also lead to a lack of creativity and employee engagement. Autocratic leaders should be careful not to stifle innovation and creativity by only relying on their own ideas and not considering others’ perspectives.
Transformational Leadership:
Transformational leaders are focused on inspiring and motivating their team to reach their full potential. They create a vision for the future and encourage their team to work towards a common goal. This style can lead to increased employee engagement and satisfaction, but transformational leaders should also be prepared to listen to feedback and be flexible in their approach to ensure their team remains inspired and motivated.
“Transformational leaders…create a vision for the future and encourage their team to work towards a common goal.”
Laissez-Faire Leadership:
Laissez-faire leaders provide their team with minimal direction and let them work independently. This approach can lead to a more relaxed and creative work environment, but it can also result in a lack of direction and accountability. Laissez-faire leaders should provide clear expectations and provide support when needed to ensure their team is working effectively and efficiently.
Servant Leadership:
Servant leaders focus on serving their team and putting their needs first. They lead by example and prioritise creating a positive work environment. This style can lead to increased employee satisfaction and loyalty, but servant leaders should also be careful to maintain a clear vision for the organisation and ensure their team is aligned with that vision.
So, which leadership style is the best? There is no one-size-fits-all approach to leadership. Each leadership style has its own strengths and weaknesses, and what may work for one leader and team may not be effective for another.
“Each leadership style has its own strengths and weaknesses, and what may work for one leader and team may not be effective for another.”
The key is to understand your own leadership style and the impact it has on your team, as well as being able to adapt to different situations and changing needs. Whether you are an autocratic, transformational, laissez-faire, or servant leader, it is important to maintain a balance between leading with authority and empowering your team.
As a leadership-based management consultancy firm, we can help you identify your leadership style and understand how it impacts your team. Our expert consultants can work with you to develop a leadership development plan that will help you become a more effective leader and achieve your goals.
In conclusion, effective leadership is about finding the right balance between leading with authority and empowering your team to achieve their goals. By understanding the different leadership styles, leaders can make the transition from simply managing tasks to becoming effective leaders who inspire and motivate their team to reach their full potential. Contact us today to learn more about how we can help you develop your leadership skills and achieve success.
“By understanding the different leadership styles, leaders can make the transition from simply managing tasks to becoming effective leaders who inspire and motivate their team to reach their full potential.”
Amicus and EVO Ultra have just celebrated two years of working together. Peter has been leading ‘Mercury’, a peer group of 12 top business leaders in discussing and sharing ideas, challenges and a bit of networking. We really look forward to these monthly meet-ups which often feature an impressive calibre of guest speakers.
Our COO Jennifer was asked to speak at the WomenEd event this month which focused on Women in Leadership. Jennifer shared her own story of becoming a business leader and some of the challenges that she faced as a woman along the way. There was plenty of interest in this topic and many questions asked at the end. An event thoroughly enjoyed by all.
The Amicus team have been working with Jersey Water and their operational leadership team on creating sustainable change. We look forward to working with this fantastic team in the remaining of the workshops over the coming months.
Our CEO Peter was asked to speak at the Armstrong Wolfe COO Summit in London. He talked to the audience about leading resilience, instilling a durable mindset and leadership for emotional wellbeing. It was an incredible event to participate in and we look forward to the next one.
We welcomed two new members of the team this month. Lyndsey has joined us as our Business Manager and Ollie as Operations Manager and delighted to have them onboard. Please do reach out to either of them if you want to find out more about what we do here at Amicus.
Sir Peter talks Best Practice for Control Functions within the First Line of Defence at the 1LoD Summit in London on the 16th November 2017.
Below is the latest article in the Bailiwick Express:
Jersey-based consultancy, Amicus Limited, has been announced as one of the 2018 Financial Times leading management consultancies.
The list reviews the top UK management consultancies across a range of sectors.
Over 8,000 firms were reviewed by survey firm Statista, using input from industry experts and clients, to compile the list of top companies.
Formed in 2014 by General Sir Peter Wall, the former Chief of the General Staff for the British Army, and Mrs Jennifer Carnegie, a senior executive with experience in the commercial sector, Amicus delivers bespoke leadership and organisational support to a range of blue-chip international clients, as well as Jersey firms.
Sir Peter, as Chief Executive, commented: “We are delighted to have been recognised as one of the top performers in our industry in the category for ‘People and Performance’. This is a real accolade and demonstrates our contribution and commitment to our clients.
“With our blend of military and commercial experience we have been able to offer bespoke solutions to help our clients thrive in an increasingly complex market place. At Amicus, we like to be seen as a ‘critical friend’ – experienced people you can trust and rely on to guide your future, as partners.”
Jennifer Carnegie, the Chief Operating Officer, commented: “Our strong results and the relationships we have forged with our clients have been key to our success and to our place in the Financial Times list of Leading Management Companies. We are very grateful for their support.
“Whilst we work internationally, as a company we never forget our home base. It gives us immense satisfaction to work with our clients and friends in Jersey, and we feel a real responsibility to share our expertise for the benefit of local companies and the Jersey economy.”
Amicus has been highly recommended by the Financial Times in the People and Performance category of it’s recent survey of management consultancies. The 187 best performing consultancies are listed from over 8000 included in the nationwide survey.
This is a great start to the year for us and reflects the commitment of our team and the expertise we can bring to assist businesses in getting the very best from their people. We have delivered real benefit to our clients in terms of alignment, organisational health, culture and leadership development, as well as supporting key leaders as critical friends. This has enhanced their business performance and employee engagement.
We look forward to making a real difference to our clients in the year ahead and would like to thank everyone for their support.
Click on the link below to read the Financial Times Special Report:
Whether you decide to adopt a control-based or a trust-based approach to the leadership challenges posed by uncertainty, communication is at a real premium when your people are unsettled.
This is the time to be crystal clear with employees and communicate your message frequently and consistently. They need to understand what you want from them, what might happen to them and, above all, they must be convinced you are telling them the truth. Empowering middle leaders to inform their own people through a cascade system builds confidence if it is done well. Open letters to all employees are also a useful fall-back if you can’t get the message to everybody in person in a timely manner – our people deserve to hear it from us first, rather than from the media.
Then get out and about and speak to people in person. Walk the floors and let employees talk to you, and challenge you with their fears and concerns. Truthful answers are vital – no matter how grim the news, they will respect your honesty.
We all think we are communicating enough, but invariably we aren’t – all of us have an insatiable appetite for knowing, repeatedly, what is going on. In awkward times, we must sustain the trust and hope of those who will be critical to our collective success.
I hope you have enjoyed these articles on Leading in Uncertain Times and I welcome any feedback. Thank you for staying the course. If we can help you on any of these topics do please get in touch.