The Phenomenal Leader

Learn 31 Styles of Leadership in 31 Days!

Shaan Rais

• Publisher: Omni Solutions Consultation LLC
• Year: 2020
• eBook ISBN: 9780578726243
• Edition: 1
• Topic: Business
• Subtopic: Mentoring & Coaching
• Index: Business

From the man who brought you The 7 Prerequisites to Success comes a handbook to help leaders to solve their organizational conflicts.

After researching more than 50 of the world's top leaders, and sketching out the leadership styles that make successful people effective leaders, Shaan Rais returns with a play by play handbook, taking you on a leadership journey to transform your organization and the people within it. No matter your age, position, industry, or familiarity with leadership, this book will help you to position your leadership strategically and permanently, faster than you ever imagined possible. Rais, who is an Executive Coach for Leadership Development and Leadership Speaker with a double Master's in Industrial and Organizational Psychology and Organizational Development and Change has pivoted from success to leadership, as one must be an effective leader to become successful. Leadership is an integral part of his C.L.E.A.R framework for success in your life and in your business.

In this book he provides you with 31 different styles of leadership, succinctly summarized into short form, so you can read one style a day and revolutionize your leadership acumen every month!

He also introduces you to Executive Coaching for Leadership Development in Book 2 of this double book leadership ledger. He shows the reader how to be a true leadership expert and begin the process and business of executive coaching.

"Ultimately, this book should accompany anyone currently in leadership or seeking to improve their leadership skill and potential. We welcome it as a major new resource in our reservoir of treasures guiding our study and behavior." Lenneal Henderson, Ph. D., Fielding Graduate University Faculty and Dean, College of Humanities and Social Sciences and Eminent Scholar at Virginia State University

IN THESE PAGES, OF LEADERSHIP AND EXECUTIVE COACHING FOR LEADERSHIP DEVELOPMENT, YOU'LL DISCOVER... • How to help your organization to deal with conflict and crisis negotiation. • How to stay motivated. • How to lead so people like you, respect you, and do not challenge your authority. • Strategies for dealing with difficult people, confrontation, and hostile personality types. • How to effectively manage change, adapt, and become resilient. • How to balance diversity and inclusive initiatives while leading with confidence. • The core principles associated with transformation of individuals and organizations. • How to put together an executive coaching contract for organizational consultation services. • How to effectively executive coach leaders for leadership development. • How to master the art and science of leadership, executive coaching, and leadership development.

CHAPTER 1

Transformational
Leadership

Transformational Leadership is a leadership style that transforms who it touches. A counter to the traditional - work for pay - transactional model; transformational leadership ensures that an organization’s adherents are entered into a change process that sees them develop themselves in a multitude of ways.

Transformational leadership is a theory of leadership that is inspiring, motivational, and encourages innovation. Employees under this leadership experience confidence, wellness, and a feeling that they are growing as an individual as a result of the organization they are in.

Some schools of thought offer Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and Idealized Influence as basic tenets.

Some of the detractors from this style of leadership cite potential burn out, overwhelm, a lack of leader follower boundaries, and the emotional toll that having a vision and being tied to the outcome can take.

Overall, it can be said that transformational leadership is a leadership style that comes in handy when a leader is trying to rally the troops and needs cooperative team work to get the job done.

You may be under transformational leadership if you feel you can speak to your superior about anything, if you are constantly being afforded training to develop your skills, they may also offer tuition reimbursement, and other transformational incentives to ensure you leave the organization better then when you arrived.

They invest in you.

A common saying in reference to this form of leadership is, “What if we train and develop the employees and they leave?” To which, the supporter of transformational leadership replies, “What if we don’t train or develop them, and they stay?”

If it is your aim to be a transformational leader then you must empower and enhance all of your staff regularly and to a high degree. Hand off assignments that put them in leadership positions and support their growth with resources to match. Shower them with incentives and compensate them optimally, so that they can concentrate on becoming the best they can in the context of your organization and their lives, and most importantly do not tie their time to their check. That is transactional.

Let them live, let them leap, let them learn and let them fail, often. If they are scared to try they won’t, if they have to play by the rules they will, but when they get a chance to work for a freedom oriented organization, they will leave. Think about the times you transformed in your life, and made the life changing decisions and took the corresponding actions, and facilitate that situation for all you lead. Love them, challenge them, empower them, and then let them alone. They will make the right decisions, transformational leaders set them, and then let them, but they never forget them, and they will never forget you, or the role you played in their lives and transformation.

CHAPTER 2

Transactional
Leadership

Transactional leadership is the form of leadership that says, “I pay you for X amount of work. You get paid in proportion to your work. Not more, not less.” This can be a good leadership model to use when people are motivated by acquisition and material reward.

Incentivization is a prime motivator in commission-based fields sales and front-line work. Opportunities for advancement in these organizations are primarily performance or merit based, as in a meritocracy. That style works for those who are competitive in nature, but it doesn’t work so well for those who are more collaborative.

Transactional leadership can base its motivation in rewards, and punishments. This leadership has been shown to be very effective as a short-term motivator, not so influential for the long term. Material bonuses lose their appeal after a while in most environments, in others the reward tends to outshine the more important aspects like values, mission, purpose, ethics, corporate social responsibility (CSR), etc. Transactional organizations have practices such as paying for college with a 5-year contract to work at the organization following graduation, or a corporate apartment, car, or relocation expenses paid with a 2-3 years long commitment.

Organizations that control through compliance or a transactional model have employees that do not stay much more than 4-5 years. People either burn themselves out competing with one another, tire of hearing other people celebrate, and find opportunities that are more supportive and transformational, and more heart-centered or meaningful, elsewhere.

CHAPTER 3

Situational
Leadership

On the third day of Leadership, you are being introduced to ..

Situational Leadership.

Situational Leadership is a form of leadership that, ‘rises to the occasion.’ Have you ever noticed that some situations you do extremely well in, yet other situations leave you quietly defeated? This is an example of situational leadership. Everyone is not fit to adapt to complex and fluid issues. They may be phenomenal at issues concerning IT, but not issues concerning people.

Think of an area you struggle in, or an area you hand off to your spouse. In that moment someone else takes the lead. Most of the time, they are equipped to handle that situation masterfully, and then when it is handled, you take the control back. This is also an example of situational leadership.

The Situational Leadership Model, or Situational Leadership, is a model created by Ken Blanchard and Paul Hersey. It was developed while working on Management of Organizational Behavior. This “life cycle theory of leadership” was first introduced in 1969.

Another example of this leadership is a leader having to situate themselves to the demands of the moment. Being adaptable to change and well versed in the many variables of one’s industry help one to become less stagnant and more resilient and able to ‘fit’ different contexts and conditions.

In organizations you will find many leaders for different case scenarios, or when something happens you will see a specific person show up. It is because they have proven themselves to be adept at handling the specific issues that have arisen. Then, after the situation has been handled, that leader will depart, and the regular leader will re-emerge.

This is also referred to as Conditional Leadership.

CHAPTER 4

Authentic
Leadership

On the 4th day of Leadership we are going to look into ..

Authentic Leadership

Authentic Leadership is when you are truly not only “a”, but “The” Leader. Unauthentic leadership is when you see people scrambling to be something they really are not. They take on personas, or maybe they get a promotion, and act other than you know them to be. That is n...

Table of contents

• Cover
• Title
• Copyright
• Contents
• Book 1
• 1
• 2
• 3
• 4
• 5
• 6
• 7
• 8
• 9
• 10
• 11
• 12
• 13
• 14
• 15
• 16
• 17
• 18
• 19
• 20
• 21
• 22
• 23
• 24
• 25
• 26
• 27
• 28
• 29
• 30
• 31
• Book 2
• 1
• 2
• 3
• 4
• 5
• 6
• 7
• 8
• 9