What is Your Elevating Leadership Style? Empower higher performance, engagement, and impact

Lead your team to higher performance, engagement, and impact by designing your authentic Elevating Leadership style!

Join us to discuss:

• What “Elevating Leadership” would mean for you?
• What are your challenges in leading a higher performance, engagement, and impact?
• What would be your next step in Elevating your Leadership?

“The good boss or the good leader in most situations must have as a psychological prerequisite the ability to take pleasure in the growth and self-actualization of other people. The leader, as a father, should encourage the growth of the followers but also be strict than it is necessary. However, then the world changes the working environment and the meaning of leadership changes as well.” Maslow, 1998

A wise man, a leader, who always led tribes. Throughout history, numerous leadership styles have emerged in response to the changing world. How many can you list?

The main leadership styles

• Autocratic Leadership: Autocratic leadership can be traced back to early forms of leadership in ancient civilizations. Throughout history, many leaders ruled with absolute authority, making decisions without consulting others. Autocratic leaders have a high level of control and authority over their followers and expect strict adherence to their directives.
• Democratic Leadership: The concept of democratic leadership gained prominence in the 18th and 19th centuries with the rise of democratic governments and movements. The ideas of participation, shared decision-making, and representative leadership became more prevalent during this time. Democratic leaders encourage participation and collaboration within the group.
• Transactional Leadership: Transactional leadership was first introduced by sociologist Max Weber in the early 20th century. It gained further attention in the mid-20th century when organizational behavior researchers started exploring leadership styles within the context of business and management. Transactional leaders focus on setting clear goals and providing rewards or punishments based on the performance of their followers. They emphasize the exchange of rewards for effort and tend to be more task-oriented.
• Transformational Leadership: Transformational leadership was initially proposed by leadership theorist James V. Downton in 1973. However, it was further developed and popularized by James MacGregor Burns in his influential work on leadership in the late 1970s. Transformational leaders inspire and motivate their followers to achieve extraordinary outcomes. They often have a clear vision, communicate effectively, and empower their team members to reach their full potential.
• Servant Leadership: The concept of servant leadership has roots in ancient philosophical and religious teachings, but it gained significant attention in the 20th century through the work of Robert K. Greenleaf, who coined the term “servant leadership” in his essay published in 1970. Servant leaders prioritize the needs of their followers and aim to serve and support them. They focus on empowering others, developing their skills, and fostering a sense of community and collaboration.
• Charismatic Leadership: The idea of charismatic leadership can be traced back to sociologist Max Weber’s work in the early 20th century, where he explored the concept of charismatic authority. It gained further recognition in leadership studies through the writings of sociologist Robert K. Merton and psychologist Kurt Lewin. Charismatic leaders possess strong personality and persuasive communication skills. They inspire and motivate others through their charm, confidence, and ability to articulate a compelling vision.
• Situational Leadership: Situational leadership theory was introduced by Paul Hersey and Ken Blanchard in the late 1960s and early 1970s. They proposed that effective leadership is contingent upon the readiness or development level of the followers and suggested different leadership styles based on these levels. Situational leaders adapt their leadership style based on the needs of the situation and the capabilities of their followers. They assess the readiness and development level of their team members and adjust their approach accordingly.

Contemporary leadership styles

The evolution of leadership continues to shape our understanding of effective guidance and influence. In recent years the following contemporary leadership approaches emerged:

• Authentic Leadership: Authentic leadership has been explored by several researchers, including Bill George, who wrote the influential book “Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value” in 2003. Authentic leadership emphasizes self-awareness, transparency, and integrity. Authentic leaders strive to be true to themselves and their values while building trust and meaningful relationships with their followers.
• Agile Leadership: Agile leadership is closely associated with the agile methodology used in project management and software development. Its principles have been developed by multiple authors and practitioners within the Agile community, including the Agile Manifesto authors such as Jeff Sutherland, Ken Schwaber, and others. With the rise of agile methodologies and the need for adaptability in fast-paced environments, agile leadership has gained attention. Agile leaders promote flexibility, collaboration, and rapid decision-making to navigate uncertainty and drive innovation.
• Lean leadership: Lean leadership focuses on commitment, to employees, to the system, and to making changes towards improvement; requires leaders to have effective communication and listening skills to understand the problems their people are facing; positions leaders more in coaching rather than managing role; leaders main goal is to help grow new leaders; leaders help team embrace challenge and solve problems; heavy emphasis on culture and leaders “walking the floor”.
• Inclusive Leadership: Inclusive leadership has been studied by researchers such as Patricia Hewlin, Alison M. Konrad, and Catalyst, an organization focused on promoting inclusive workplaces. Inclusive leadership focuses on creating diverse and inclusive environments where all individuals feel valued, respected, and empowered. Inclusive leaders actively seek different perspectives, foster belongingness, and leverage diversity to enhance team performance.
• Ethical Leadership: Ethical leadership places a strong emphasis on ethical decision-making and moral values. Ethical leaders promote fairness, integrity, and accountability, serving as role models for ethical behavior within organizations.
• Distributed Leadership: Distributed leadership is based on the idea that leadership is not solely concentrated in a single individual but distributed among multiple individuals or teams. It encourages collaboration, shared responsibility, and the utilization of expertise from various sources.
• Laissez-Faire Leadership: Laissez-faire leaders take a hands-off approach and provide minimal guidance to their followers. They allow team members to make decisions and take responsibility for their own work.
• Tribal leadership: Tribal leadership focuses on and leverages human tendency for in-group/out-group (tribes, sense of belonging); leaders focus on defining, growing, adapting, and updating the culture of a team one stage at a time (journey); positioned in particular for people and groups who need help getting “unstuck”.
• Humble leadership: Humble leaders have the confidence to understand their limitations; leaders recognize they aren’t and don’t have to be the smartest or best in the room thus they seek input and contribution from others.
• Adaptive Leadership: Adaptive leadership was first introduced by Ron Heifetz and Marty Linsky in their book “Leadership on the Line: Staying Alive Through the Dangers of Leading” published in 2002. Adaptive leadership focuses on leading through complex and adaptive challenges. Adaptive leaders are skilled at mobilizing and engaging people, fostering learning and innovation, and navigating change and ambiguity.
• Resilient Leadership: Resilient leadership emphasizes the ability to bounce back from setbacks, maintain composure under pressure, and lead others through adversity. Resilient leaders foster a culture of resilience, well-being, and growth in their teams.

Future of leadership

The future of leadership styles will likely be influenced by changing organizational, societal, and technological landscapes.

Collaborative Leadership: The growing emphasis on collaboration and teamwork in modern workplaces may lead to leadership styles that prioritize fostering collaboration, leveraging collective intelligence, and building high-performing teams.

Agility and Adaptability: In an era of rapid change and disruption, leadership styles that embrace agility, adaptability, and the ability to navigate uncertainty, complexity, and ambiguity may become increasingly vital.

What is the best leadership style for you?

All these leadership styles work but for different environments, situations, and people. However, there is no one leadership style that works for everyone and everything. Leadership is not a one-size-fits-all approach.

Determining the best leadership style is a highly individualized process that depends on the unique circumstances, people involved, and personal values. Rather than seeking a single, universally applicable style, effective leaders often develop a repertoire of multiple styles.

How to find your leadership styles?

In coaching, we collaborate closely with clients to explore what works best for them in various situations, taking into account the needs of different individuals and ensuring alignment with their core values. It is through this ongoing refinement and customization that leaders can truly excel in their leadership journey.

During my conversation with Joe today, we delved into the concept of Elevating Leadership, a dynamic approach that empowers leaders to continually enhance their impact amidst constant changes and challenges.

We invite you to join live talks with Olympians and Performance Coaches to explore topics that help us break our limits.

HOSTS

Inga Stasiulionyte, Olympian in javelin throwing, performance coach at Valor Performance, and founder of ofounders.com

Joe Jacobi, Olympic Gold medalist at whitewater slalom, author of “Slalom: 6 River Classes About How To Confront Obstacles, Advance Amid Uncertainty, & Bring Focus To What Matters Most,” performance coach at Valor Performance, and founder of joejacobi.com

LIVE TALKS: What is Your Elevating Leadership Style? Empower higher performance, engagement, and impact

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TIMESTAMPS

03:00 — Leadership is a changing concept

• We offer how to develop a structure for leadership evolution.
• What leadership fits better in new situations?
• As coaches, we create a strategic model of where clients are, where they want to go, and how to get there.

05:00 — Why is the current leadership definition, not enough?

• Leaders, people, and environments are constantly changing
• There is no one leadership definition that fits everyone and everything
• Leadership is a game-time application — we get to influence the situation but not control the outcome.
• Leaders need to develop flexible leadership mindsets to lead effectively. Leaders need to have skills and modules to adjust and adapt to be able to influence the situation in a meaningful way.

09:00 — How to create fitting leadership?

• We will face situations that we never experienced as AI disruptions in our workflow. What worked before is not necessary to work in the future.
• Imagining a future version of our leadership and inviting our future self to our present time
• Getting perspective on humanity. What communities would we like to create?
• Elevating leadership invites us to see problems as opportunities
• Creating direction and intentionality in uncertain future situations, having a plan for how to deal with unknown
• Developing an action plan to handle distractions, triggering, and emotional situations better

15:00 — How to elevate to reach our peak in new environments with less in-person contact?

• When a new challenge comes up, who is showing up to lead?
• What do we need to do to take care of ourselves first to have the capacity to lead better?
• How can we show up as leaders with more humanity? Being aware of where our people are and meeting them there
• Seeing the new work environments as new opportunities and not as limits in creating deep connections. For example: having the calls while walking in nature.
• Setting ourselves and others for success. Preparing and guiding the meetings to create a meaningful experience. Giving ourselves more tools to do so.
• Interacting with people more intentionally, giving them a full undivided attention

18:00 — Joe’s Traits of Elevating Leader — Awareness of how we show up and how we influence other people to show up. What does leadership beyond a leader look like?

• Leaders set up their work/contribution/service to be used, reset, and improved for future generations.
• Leaders do not seek to be credited for their work and let go of their egos.
• Leaders balance their inner and outer voices.
• Leaders balance values, missions, and strategy with personal and people’s development.
• Leaders are attentive to their people’s sense of belonging, mastery, and autonomy.
• Leaders lead with their sense of belonging, mastery, and autonomy.
• Leaders model their actions more than their words.
• Leaders are fair, curious, show humility, and synthesize fit and alignment with people.
• Leaders remove the obstacles for communication to rise from the bottom to the top effectively, clearly, and quickly.

34:00 — Inga’s definition of Elevating Leadership. Elevated Leaders are aware of their leadership impact and commit to moving closer to aligned purpose and values.

Elevating vision/direction/environment — decision making

• Where do we want to lead our team?
• How can we align our daily attitudes and environment with our values and purpose?
• What incremental steps can we take to get closer to the audacious impact we strive to create?
• What are the moments of pivot?
• How can we solve conflicting situations to facilitate growth?
• How can we balance ourselves and find new opportunities during unexpected challenges?

Elevating Leader — personal growth

• What is one thing to elevate that will have the greatest impact on getting closer to purpose?
• What is the best way to manage our weaknesses?

Elevating the Team. An Elevating Leader inspires a purposeful direction in every interaction.

• Effective leaders know when and how to communicate to elevate their team toward the intended purpose.
• In high-pressure situations, great leaders create a special moment to connect with their team at a deeper level.
• Leaders recognize their temporary impact and strive to build the foundations for others to elevate and flourish in changing environments.
• Leaders should always be aware of their impact on others, as there is no neutral impact. How can we make our presence inspiring and encourage others to align with our purpose and values?

Elevating Support. A partnership-based relationship enhances each other’s elevation.

• Identifying the support needed to elevate others
• Aligning efforts, ownership, fit, and engagement for optimal support
• Recognizing and accepting limitations in elevating others
• Creating support systems for sustainable operations, such as ensuring that team members are not overwhelmed when someone is on vacation
• Establishing processes to respond to unexpected and stressful events

40:00 — Elevating Leadership is a constant practice

• Mismanaged stress can lead to rushed decision-making, which may hinder our ability to achieve the intended impact.
• Developing emotional intelligence can help us effectively manage others’ emotions and improve our leadership skills.

48:00 — What decisions and choices are leaders making now that may harm them in 5–10 years?

• Disconnecting decisions from purpose and values
• Making rushed decisions due to feeling overwhelmed
• Misalignment between leaders’ inner and outer voices
• Lack of full engagement in a leadership role
• Ignoring personal limitations and capacity
• Neglecting the development of unique strengths and succumbing to unhealthy outside pressures