How would you define Jan Ryan’s leadership style?
Jan Ryan displays a range of leadership styles through the case and to best define Ryan’s style I will use the (Goleman, 2000) framework. This framework identifies 6 different leadership styles that have a direct impact on results. The Goleman framework assert that the leader may use any one of 6 defined styles to a greater or lesser extent depending on the situation or context. The following is a summary of the 6 styles:
Style Characteristics / Aims
Coercive / Directive The coercive style of leadership is no-nonsense and gets right to the basics, demanding compliance from employees, or else.
Authoritative / Visionary An authoritative leader is committed to creating a clear vision – and encouraging…show more content… Firstly what is an effective leader, (Goleman, 2000) suggests that “effective leaders are competent in several styles and know when to deploy each style depending on the needs of their followers and the situation”. An effective leader should practice upwards of 4 different styles depending on the situation and be able to move freely between each style.
Jan Ryan is a new CEO for Europe, it is apparent that the division is without leadership . Ryan set his goal for the offsite to “creating a top team that really functioned as a team”. The goal is an example of the affiliative leadership style, an effective goal given the lack of cohesion and apparent leadership deficit.
Ryan used the democratic leadership style regularly to gain agreement and support. He particularly selected the democratic style because of the organisation context, he felt “the decisions the team would make from a collision of views would be better, and better implemented than one forced on them”. The outputs from the offsite demonstrate the democratic style and achievement towards the…show more content… (George, 2007) argues that to be a truly effective leader, Ryan needs to empower people to lead. Walumbwa’s research cited in (Roe, 2014) determines that effective authentic leaders display four components (Self-Awareness, Internalised moral perspective, Balanced processing and Relational Transparency); Ryan internalised moral perspective (that the agreed leadership team goals do not match his real goal) neither empowers people and risks undermining the results of the offsite and damaging relational transparency (his authenticity) with his team by not sharing his true feelings and