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Tag Archives: Leadership Development

Traditional leadership has been hierarchical, but this one-size-fits-all method isn’t always the best solution. That’s where tag-team leadership comes in. 

At Micron, an international memory and storage solutions company, leadership in the systems solution department is fluid. When a project is identified, one person takes the lead, organizes timelines and meetings, and drives the cross-functional teams’ tasks and deliverables—based on the system issue and the area of focus. The department uses an ARCI model (determining who should be Accountable, Responsible, Consulted and Informed), and the team comes together based on the answers.

The same fluid leadership concept is at play at Indianapolis-based public relations agency Borshoff. Depending on the client, the initiative and the tasks, one member of the account executive team is in charge and the rest of the team falls in line to support where needed.

You might wonder, Who’s in charge? Well, no one person, exactly. That’s because the leadership of these teams changes based on the project and the talent of its members, much like “tagging” the next leader into the game when it’s time. In these situations, leadership is more fluid, less rigid and certainly less conforming.

This type of situational leadership gives new life to teamwork in virtually every industry. Progressive companies are increasingly realizing that the benefits of leadership flexibility outweigh traditional models in certain situations. Even if you don’t think your company is set up for this type of leadership, you can still reap the benefits by making a few leadership shifts in this direction.

Work Is Changing


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A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.

This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.

When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report

When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.


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This self-assessment contains statements about yourself as a leader and is to help you assess what leadership style you normally operate out of:

  • Pioneering Leadership
  • Strategic Leadership
  • Management / Administration Leadership
  • Team Leadership
  • Pastoral Leadership
  • Encouraging Leadership

Leadership Style Indicator Self-Assessment

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Much has been written about the great Nelson Mandela and many tributes justifiably bestowed on a man that is a legend in his own lifetime.

I took the time to reflect on what it was about the man that was so amazing? Was he simply the right person at the right time? Was it his keen mind? Was it his humility or was it is his strength of character? I think all of these have relevance and play a part in making the man we know as Nelson Mandela.

However, what made him a great leader was something rarely mentioned. When faced with the opportunity to change South Africa from white minority rule, he did a number of very clever things.

First, he recognised the opportunity and capitalised on it in a constructive manner. It would have been easier to been hateful and filled with resentment from years being imprisoned on an island, but instead, he reached out to negotiate a new South Africa.

He also did something very powerful...he took the time to understand the whites, what their fears were and what drove them. Taking the time to understand their issues and their mindset enabled him to negotiate from a position of strength. (more…)

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In this 'Thoughts on Leadership' video, Paul Bridle talks about how people can be taught leadership but it is down to individual leaders to take ownership of their learning.

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