• The manager is focused on planning (mitigating risk) versus the leader who is focused on es-
tablishing direction (seeing the big picture and taking calculated risks).
• The manager is focused on organizing and staffing (skills specialization) versus the leader who
is looking to align people (integrating diverse skills).
• The manager is focused on controlling and problem solving (identifying deviations) while the
leader is focused on motivating and inspiring (empowering people).
What's tough about this transition from manager to leader (or the effective integration of both) is
letting go of everything that made your employee "valuable" in the past. Her organization, problem
solving and specialization skills now need to broaden. Her new value proposition is in creating the
willing coalitions to make change. Her success is in how well she empower others to carry forward
the mission. Effective leaders accept all contributions, listen to what people have to say, thank them,
acknowledge effort, and most importantly, seem to really and genuinely express appreciativeness.
Different Leadership Styles and When to Use Them
In her paper "Styles of Leadership" Cindy Margules says "the leadership style we use determines the
way people receive us and can either help or hinder their ability to perform ... to be an effective leader
you must use a broad repertoire of styles in the right situations."
2
Here is the collection of leadership styles described in the paper:
Visionary — able to provide long-term direction. The objective is to develop and articulate a
clear vision by soliciting input to gain buy-in, and to persuade by having a vibrant picture of
the "why."
Affiliative — create harmony by connecting people to each other. The objective is to promote
positive interactions and improve morale. A good tool for resolving conflicts or helping deal
with the stress of a situation.
Participative — build commitment and generate new ideas. Values input and gets commit-
ment through participation.
Coaching — helps team members identify their strengths and weaknesses and encourages
them to establish development goals. Focus is on professional development of others.
Pace setting — accomplish tasks to a high standard of excellence. Best used for a high-per-
forming team to push members out of complacency by setting up a competitive atmosphere
(that they find motivating).
Directive — immediate compliance, best used in crisis situations.
Stepping into a more senior role for the first time, or acclimating an external hire, requires a plan to
gain the trust and support of those they will be leading. Many times this plan includes training or a
mentoring component to help the aspirant practice the skills to lead.
1. "Leadership, When Management is Not Enough," Peter Dimov, 2004
2. "Styles of Leadership – Avoid Career Ending Mistakes," Cindy Margules, PMP, 2011
Stepping into a Leadership Role 2
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