Leadership Style Indicator
The Leadership Style Indicator (LSI) is designed to measure the flexibility and effectiveness of each individual’s leadership. Because every person is a person of influence, every person is a leader. The four sample scenarios below are excerpts from actual team consultations. How would you have responded in each situation?
1. You have asked a team member to implement a training initiative in your department. He needs more information on how to set goals and track progress. You would…
a. Tell him when you want the plan completed and explain what you want it to contain. Outline the steps to get the necessary information. Set daily meetings to track progress.
b. Ask him to write the plan and discuss its importance. Ask him to set a deadline for completion. Give him the resources he needs. Ask him to provide periodic progress reports.
c. Tell him when you want the plan and discuss its importance. Explain what you want in it. Outline how to gain necessary information. Listen to his concerns and use his ideas when possible. Set weekly meetings to track progress.
d. Ask him to write the plan and discuss its importance. Explore the obstacles he foresees and ways to overcome them. Ask him to set a deadline for the completion and periodically check him to track progress.
2. You have been leading a team to submit an evaluation of your store’s efficiency. One member’s responsibilities are to assess the utilization of square footage. She has extensive experience retail management, but limited knowledge of of your company. She is excited and ready to begin. You would…
a. Clearly tell her what is needed. Specify the format you want her to follow. Introduce her to other members on the team. Check frequently to monitor progress and redirect as needed.
b. Ask her what you can do to help. Introduce her to other team members. Explore her ideas on how to conduct the evaluation and get up to speed. Check with her periodically to see how she is doing?
c. Specify the basic assessment process while getting her ideas. Introduce her to other team members. Check frequently throughout the process to see how things are going and to assist with any needed adjustments.
d. Welcome her by introducing her to the team, Ask her to contact you if she needs any help.
3. One of your key leader’s performance has recently slipped. His attitude towards team unity is deteriorating and his preparation for team meetings is often lacking. Your prodding only produces temporary results. You suspect he is juggling too many responsibilities. You would…
a. Specify what changes you want to see and the steps necessary. Clarify expectations for team members. Check frequently to see how he is doing.
b. Specify what changes you want to see and the steps necessary. Ask him to give his suggestions and utilize them if appropriate. Ask him to share his feelings about his role and team unity. Check to see that his performance is improving as expected.
c. Involve him in exploring possible solutions to the problem. Offer your help and encourage him to use his ideas to return to previous effectiveness. Ask him to share his feeling about his work and the team. Periodically check to see how things are going.
d. Let him know how important his task is. Ask him to outline his plans for improvement and give you a copy. Ask him to check with you as needed.
4. Job descriptions have changed due to a recent re-evaluation of growth priorities. Excitement is up, but still opportunities are being missed. People want to be more effective but need more knowledge and skills. You would…
a. Ask them to identify their training needs and develop their own plan for improvement. Provide the needed resources. Be available for help. Ask to be kept informed.
b. Discuss your plan to increase effectiveness. Ask for their input and utilize their ideas if possible. Explain your rationale. Check with them frequently to see how the plan is being implemented.
c. Outline the steps for them to follow to maximize opportunities. Be specific about time definitions and skill-sets to be gained. Closely monitor their progress.
d. Assist them in developing a plan to increase effectiveness. Encourage them to be creative. Support their plan and check with them periodically.
The LSI, and follow-up consultation, continues to be a highly effective tool for developing people. You and your team will see the following results:
1. better decision making
2. higher engagement
3. increased productivity
4. appropriate delegation
Contact Mark today for a complimentary consultation.