What is the key leadership behavior types?

Key Leaderships Behavior Are- 1) Tell the truth. Not everyone is a star. Pick out those with leadership or other valued talent potential and nurture them. This will come back to the business as these individuals, in turn, nurture other workers.

2) Communicate roles and responsibilities. Provide a path to success not only for those with leadership promise but for all employees. Sometimes this will mean difficult changes, but remember the most important skill of a leader: never surprise an employee with bad news. Have a development plan for all, and a get-well plan for those whose performance lags. Make sure everyone knows the plan.

3) Create a workplace culture that values real people relationships. For many employees, workgroup relationships and relationships between managers and workers drive engagement and loyalty more effectively than foosball machines, logo T-shirts, and Thirsty Thursday gatherings.

4) Be fair and open. This does not mean treat everyone equally – it means have transparent processes for managing and leading. Employees are more likely to respond positively to change when the process used to manage change is fair.

5) Model the behaviors you seek. Just as the headmaster at the high school did, accept your responsibility as a leader and act with engagement, commitment and responsibility. Do this every day.

 The first type of behavior is to understand the people. Second is to understand the jobs. Third to understand priorities. Fourth is to be able to communicate to the employees and management. 

1. Charismatic

The Icon: Oprah Winfrey

Known all over the word by her first name alone, picks a book to read and makes it a bestseller overnight, runs her own television network, and has more than14 million Twitter followers. Her word can move the stock market and social issues for the better.

Behaviors

• Influences others through power of personality
• Acts energetically, motivating others to move forward
• Inspires passion
• May seem to believe more in self than in the team

When to Use It

• To spur others to action
• To expand an organization's position in the marketplace
• To raise team morale

Impact on Others

• Can create risk that a project or group will flounder if leader leaves
• Leader's feeling of invincibility can ruin a team by taking on too much risk
• Team success seen as directly connected to the leader's presence

2. Innovative

The Icon: Richard Branson

Launched his first business at16, founder of Virgin Group, comprising more than400 companies in fields ranging from music to space tourism. He recently described his philosophy to Inc. magazine: "Dream big by setting yourself seemingly impossible challenges. You then have to catch up with them."

Behaviors

• Grasps the entire situation and goes beyond the usual course of action
• Can see what is not working and brings new thinking and action into play

When to Use It

• To break open entrenched, intractable issues
• To create a work climate for others to apply innovative thinking to solve problems, develop new products and services

Impact on Others

• Risk taking is increased for all
• Failures don't impede progress
• Team gains job satisfaction and enjoyment
• Atmosphere of respect for others' ideas is present

Leadership in Action

"My best leadership moments have all occurred when I realized I did not have to lead anymore. Leadership is not always about being in front. Sometimes, it is about being comfortable enough in your skin to lead from the rear and let others shine."—Velma Hart, FASAE, CAE, chief financial officer, Thurgood Marshall College Fund

"The best leadership moments are the ones that I don't know about. They happen when someone on the staff or volunteer team makes the right decision that solves a problem, or delights a member, or inspires an idea, or advances our mission. The ultimate measure of a leader is what happens in your absence."—Gary A. LaBranche, FASAE, CAE, president and CEO, Association for Corporate Growth

"What comes naturally to me is the desire to connect ideas, experiences, stories, efforts, and people. Sharing relevant information at opportune times in ways that enhance outcomes is energizing. Communication skills, timing, including all stakeholders, and ego-free interactions are keys to successful leadership."—Susan Gorin, CAE, executive director, National Association of School Psychologists

3. Command and Control

The Icon: Tom Coughlin

Controversial head coach of the New York Giants, a stern taskmaster and disciplinarian who learned to adapt his leadership style to improve his relationships with his team but never lost sight of his goal: winning Super Bowls.

Behaviors

• Follows the rules and expects others to do the same

When to Use It

• In situations of real urgency with no time for discussion
• When safety is at stake
• In critical situations involving financial, legal, or HR issues
• In meeting inflexible deadlines
• Demands immediate compliance
• Engages in top-down interactions
• Is the sole decision maker

Impact on Others

• If used too much, feels restrictive and limits others' ability to develop their own leadership skills
• Others have little chance to debrief what was learned before next encounter with leader

4. Laissez-Faire

The Icon: Donna Karan

Founder of DKNY, built an international fashion empire based on wide appeal to both women and men. Although she has spent less time creating her own designs since2002, her vision lives on in the work of other designers, inspired by her leadership.

Behaviors

• Knows what is happening but not directly involved in it
• Trusts others to keep their word
• Monitors performance, gives feedback regularly

When to Use It

• When the team is working in multiple locations or remotely
• When a project, under multiple leaders, must come together by a specific date
• To get quick results from a highly cohesive team

Impact on Others

• Effective when team is skilled, experienced, and self-directed in use of time and resources
• Autonomy of team members leads to high job satisfaction and increased productivity

5. Pace Setter

The Icon: Jeff Bezos

Founder of Amazon, set the pace for the boom in e-commerce by creating a transactional interface that every other online merchant copied—the same people who are now following him to the cloud.

Behaviors

• Sets high performance standards for self and the group
• Epitomizes the behavior sought from others

When to Use It

• When staff are self-motivated and highly skilled, able to embrace new projects and move with speed
• When action is key and results are critical

Impact on Others

• Cannot be sustained too long, as staff may "burn out" from demanding pace
• Results delivered at a speed staff can't always keep up with

6. Servant

The Icon: Herb Kelleher

Cofounder and former CEO of Southwest Airlines, famously said "the business of business is people" and created a company culture that reflects that philosophy. He once took an interior office with no windows rather than encourage the traditional view of an office as a status symbol.

Behaviors

• Puts service to others before self-interest
• Includes the whole team in decision making
• Provides tools to get the job done
• Stays out of limelight, lets team accept credit for results

When to Use It

• When leader is elected to a team, organization, committee, or community
• When anyone, at any level of the group, meets the needs of the team

Impact on Others

• Organizations with these leaders often seen on "best places to work" list
• Can create a positive culture and lead to high morale
• Ill-suited if situation calls for quick decisions or meeting tight deadlines

7. Situational

The Icon: Pat Summitt

Former head coach of the University of Tennessee women's basketball team, holds the record as the all-time winningest coach in NCAA history. Even as new players joined her team each year, she maintained a winning record (more than1,000 victories and eight national championships over38 years) by adapting her coaching to her young players' skills and needs.

Behaviors

• Links behavior with group's readiness
• Includes being directing and supportive, while empowering and coaching

When to Use It

• Where ongoing procedures need refinement, reinvention, or retirement

Impact on Others

• Can be confusing if behavior changes unpredictably and too often
• Can reduce uncertainty as leader adapts behavior appropriately

8. Transformational

The Icons: Ben Cohen and Jerry Greenfield

Turned a $12,000 investment and a correspondence course on ice cream making into a beloved international treat. They adopted a radical business philosophy dedicated to social responsibility and created a business model that allowed members of their customer community to become stockholders.

Behaviors

• Expects team to transform even when it's uncomfortable
• Counts on everyone giving their best
• Serves as a role model for all involved

When to Use It

• To encourage the group to pursue innovative and creative ideas and actions
• To motivate the group by strengthening team optimism, enthusiasm, and commitment

Impact on Others

• Can lead to high productivity and engagement from all team members
• Team needs detailed-oriented people to ensure scheduled work is done

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