Their spiritual qualities and insight help to avoid major conflicts, preventing them at the initial stage. Such leaders are sensitive, but without excessive emotionality. They respect the inner world of other people, do not interfere with it. Thanks to their creative inclinations, Maestros bring originality to the common cause.
If a difficult situation arises, they become sullen taiwan mobile phone number example and withdraw into themselves, which has a negative impact on the work process. Maestros overreact to comments, take everything personally. The atmosphere of respect and trust disappears in the team.
Maestros have a serious problem with routine tasks. They focus on their own feelings and thoughts, forgetting about pressing tasks. Such leaders need to work on administrative skills to feel stable, stay organized, and not get stuck in their fantasies.
Coryphaeus
These leaders love to do research and analysis, they can offer new ways to solve problems. The luminary is interested in the process of cognition, so he can be captivated by anything: market processes, biological issues, human psychology.
He examines any subject systematically: he identifies a problem, studies literature, accumulates information, analyzes it, and draws conclusions. The luminary likes to work alone, because it is easier for him to concentrate on ideas.
Such leaders can go too deeply into thinking and analyzing, complicating many things, which is why the decision-making process takes a very long time. Normal independence is transformed into secrecy and rejection of outside interference.
Coryphaeus
Source: shutterstock.com
Coryphaeuses can hide important information, and teamwork becomes a nightmare for them. A coryphaeus needs to learn to notice not only ideas, but also people, to pause the analytical process, to slow down. Then his work will be useful not only for himself, but also for the company.
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Types of managers according to Tannenbaum-Schmidt
Often, management models are based on combining leadership styles into several categories and then analyzing them. This helps to get a complete picture of the overall management structure and understand which style is best suited to specific circumstances.
But in real life, everything is, of course, more complicated. The Tannenbaum-Schmidt model offers more effective approaches, which is why it has become widespread.
The Tannebaum-Schmidt leadership styles are a good example of flexible thinking. This continuum covers all existing leadership styles and provides a large number of opportunities to remain within this spectrum.
It is not often that a leader is clearly located at one particular “pole”; usually, depending on the tasks at hand, his personality and experience, he stands somewhere in the middle.
Before we look at the characteristics of the points in the middle of the continuum, we need to understand its extremes. At one end of the spectrum are managers who operate in a direct management style.
This means that the leader acts like a dictator, tells employees what and how to do, and does not allow them to discuss orders. This strategy is usually used when working with young professionals or when it is necessary to meet tight deadlines for completing tasks.
But even the strictest boss usually leaves at least a little room for collaboration and discussion.
The other pole is team leadership. Such leaders are not against cooperation, they encourage employees' ideas, and give them more freedom. This is usually possible in a team of experienced people with extensive knowledge in their field.
But for such trust and freedom the manager must have grounds, and often in everyday life the staff is not allowed to do everything, otherwise anarchy will begin.
Within these extremes, the Tannebaum-Schmidt continuum identifies seven categories used to characterize different leadership styles.
Directive
This style is close to the extreme, since employees always receive direct instructions, and contacts between them and the manager are very limited. This psychological type of manager occurs when the leader lacks trust, which comes with experience in teamwork. Over time, as normal interaction is established, this management method becomes obsolete.
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