As a leader it can be tempting to point to team members as being responsible for team performance issues. Sometimes this is the case, but more often than not, we see a failure on the part of the leader to take different personality styles and preferences into account.
This is actually the primary job of a leader, and what sets leadership responsibilities apart from individual contributor responsibilities.
Your personality has a huge impact on your leadership performance, so understanding your leadership style, your personality, can absolutely influence the way you lead your team and your level of effectiveness.
Knowing that you have a different leadership style to others within your team or the other leaders in your organisation can truly set you apart. Let's delve into this concept deeply.
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Introversion and Extroversion
Understanding introversion and extroversion is crucial. This is really about where you get your energy from. Even though it may sometimes feel like there are more extroverts in the world, about 50% of the population prefer introversion. Especially in Australia, there’s a slightly higher preference for introversion. This affects how we like to gather information and communicate our ideas.
For instance, those who prefer extroversion typically talk, then think, then talk again. We hear their thinking process unfold and, if repeated themes emerge, it’s due to an uncompleted thought process. This might come across as superficial, but it’s essential for leaders to understand this style.
Examples in Leadership
We worked with a senior leader who is very gregarious, loves bringing his team together, and brainstorming ideas. However, he recognises that this isn’t always the best approach for those who prefer introversion, who like to think first and then talk. By providing information ahead of time in written form, he gets effective input from his team, enhancing their collective performance. Recognising and adapting to different styles within your team can make a significant impact.
Another example involves a leader with a high preference for introversion working in a top bank. Though an excellent communicator, public speaking drained him. Instead, at the end of the week, he crafted a communication addressing the week's events in a logical and engaging way, complementing his style. He also took time out daily to decompress, ensuring he remained authentic and effective.
Type of Information Preferred
The next preference to consider is the type of information you like and trust. Most people prefer sensorial information—data and experiences from the past. Around 60% of the population fall into this category. Conversely, some people prefer intuition, focusing on ideas, possibilities, and the future.
As a leader, understanding these preferences can help you manage different expectations. For instance, we are working with a leader who prefers intuition, while many team members prefer sensorial information. This has led to some tension, but recognising these differences offers a leadership opportunity to balance styles and accommodate varying needs.
Decision-Making Criteria
Carl Jung's psychological types suggest two main ways people make decisions: logical approach and feeling approach. Effective leaders balance both, getting tasks done through people in a logical manner. It's crucial to consider both the logic and the emotional impact of decisions, ensuring a balanced approach.
Task-focused leaders might sometimes overlook the emotional impact on people, which can be perceived as lacking empathy. Conversely, feeling-focused leaders intuitively understand how decisions impact the team. A balanced approach ensures decisions are logical and considerate of people’s feelings, fostering a healthier work environment.
Leadership Orientation
Lastly, let’s explore how you orient your leadership. Do you prefer structure, lists, and sequential order, or are you more flexible, adaptable, and spontaneous? This often leads to tension in team meetings. Those preferring a structured approach might get frustrated with spontaneous discussions, while flexible leaders might find rigid agendas stifling.
Sometimes, as structured leaders, we might need to ask ourselves, “What else am I not seeing yet?” or “How else could I approach this from another perspective?” Conversely, flexible leaders should ensure they don’t procrastinate and make timely decisions when necessary.
Conclusion
Understanding your leadership style and how it impacts team dynamics is critical. Reflect on your style, identify your strengths, and consider how you can adapt to meet the needs of your team. The greatest leaders exhibit flexibility in their style and demonstrate high levels of self-awareness. They understand the impact they have on others and strive to balance their approach. The world needs better leaders, and it starts with understanding and improving ourselves.
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Nothing transforms a leader or their team more than having an understanding of the different personality types on the team. If you’d like to explore this deeper, email us and let us know the problems you are currently facing or how you’d like to improve the performance of your team. We’ve got a whole range of tools, resources, workshops and programs that specifically address the subject of personality styles and team dynamics.