Subject:- Software Project Managment

Title:- The Implementation Plan and Project Closure

Difficulty:- Hard

Leadership Styles

The best leaders do not relyon only one leadership style, but tend to use several or a combination style, depending on thesituation. It can also offer guidance as towhen youshould use or change to another style. The followingsummary ofthe six styles will help you understand how a particular leadership style influences performance and results.

1. The coercive style—The coercive style can be summarized as a “do as I say” approach to leading others. This style can be effective in a crisis, to kick-start a turnaround situation, when dealing with a problem employee, or when the leader is attempting to achieve immediate compliance.

The coercive style canhave a negative impact on the climate of the organization or project. For example, anextreme top-down approach to decision making and communication can often obstructnew ideas if people believe their ideas will be shot down or limit communicationif people are apprehensive of being the bearer of bad news. Moreover, people will soon lose their initiative, motivation, commitment, and sense of ownership because thecoercive style can make people resentful and disillusioned.

2. The authoritative style—The leader who follows the authoritative style takes a “comewith me” approach in which the leader outlines a clearly defined goal but empowers people to choose their own means for achieving it. Standards for success and performance are clear to everyone.

The authoritative style works well in most organizational and project situations, but is best suitedfor situations when the organization or project team is adrift.

However, this approach may not be best for inexperienced leaders who are working with experts or a moreexperienced team. In this case, the leader can undermine an effectiveteam if he or she appear pompous, out of touch, or overbearing.

3. The affiliate style—this style follows the attitude that “people come first.” The affiliativestyle centers on the value of the individual rather than goals and tasks and attempts to keep people happy by creating harmony among them. The leader who uses this style attempts to build strong emotional bonds that translate into strong loyalty. Flexibility is higher because the leader does not impose unnecessary rulesand structures that define how the work must get done—that’s up to those who mustdo the work.

The affiliative style works well in situations that require building team harmony, morale, trust, or communication. However, often situations occur in whichpeople need some structure or advice to navigate through complex tasks, and havinglittle or no direction can leave them feeling rudderless.

4. The democratic style—The democratic style attempts to develop consensus throughparticipation by asking, “What do you think?” Using this style, the leader spends timegetting other people’s ideas, while building trust, respect, and commitment.

The democratic styleworks best when the leader needs to build buy-in or consensus, or to gain valuable input from others. For example, the leader may have a clear vision, but needs innovativeideas or guidance as to the best way to achieve that vision. However, this stylecan also lead to seeminglyendless meetings in a vain attempt to gain group consensus. This can cause conflicts, confusion, and the perception that the group is leaderless. Inaddition, the democratic style would not be appropriate in a crisis or when the teamdoesnot have competence or experience to offer sound advice.

5. The pacesetting style—A leader who uses the pacesetting style sets high performancestandards and has a “do as I do, now” attitude. This style exemplifies an obsession withdoing things better and faster for him or herself and everyone else.

Poor performers arequickly identified and replaced if standards are not met. An “if I have to tell you what to do, then you’re the wrongperson for this job,” can turn into a situation in which people try to second-guess whatthe leader wants. Subsequently, the pacesetting leader may micromanage by attemptingto take over the work of others. As a result, people lose their direction or sense ofhow their work is part of a larger picture. However, this style may be appropriate in situations that require quick results from a highly motivated, self-directed, andcompetent team. Given this situation, the pacesetter sets the pace for everyone else sothat the work is completed on time or ahead of schedule.

6. The coaching style—The coaching style leader follows the “try this” approach to helppeople identify their unique strengths and weaknesses so that they can reach theirpersonal and career goals. The leader who uses the coaching style encourages people toset long-term professional goals and then helps them develop a plan for achieving them. Coaching leaders are good at delegating and givingpeople challenging, but attainable, assignments.

Even short-term or minor failures are acceptable and viewed as positive learning experiences. The coaching style works well in manysituations, but is most effective when peopleare “up for it”—that is, people wanttobe coached. Consequently, this style is leasteffective when people are resistant tochange or when the leader does not have the knowledge, capability, or desire to bea coach.