motivational analysis of organizations

STRATEGIC LEADERSHIP STYLES INSTRUMENT
INTERPRETATION SHEET
This interpretation sheet gives a brief description of the eight strategic leadership styles.
Now that you have determined which leadership style or styles you generally use, you
should be able to recognize the styles used by others in your organization. Under each
description listed below, you will find some suggestions about how to work with both
managers and subordinates who exhibit that style. You may find it useful to share the
suggestions under your own leadership style with your manager and your subordinates.
1. Prophets are at their best when organizations are getting started or are entering a
period of major restructuring and renewal. Prophets hold—and engender in others—a
strong belief in new products and services. They have high standards and do not believe
in the abilities of people outside their own small group. They make decisions by
themselves; and although they may listen to others, they are not likely to make effective
use of participative decision making. They tend to have many ideas that can confuse
other people, because they have little use for either structure or systems. They tend to
change on a whim.
If you work for a Prophet:
■ Do not expect him or her to provide specific objectives or instructions. Ask to
discuss your objectives and then write your own, based on your discussion.
■ Do not expect him or her to follow up on details of your work. Discuss the larger
goals toward which you are working.
■ Seek out him or her for advice and ideas.
■ Be tolerant of his or her latest ideas, even if they seem illogical and inconsistent.
Do not confront Prophets about their apparent lack of direction; instead, ask
leading questions that will help them shape their brainstorms into practical
courses of action.
■ Realize that Prophets do not expect you to share their characteristics. In fact, they
often appreciate having people around who organize and accomplish their ideas
for them.
If Prophets work for you:
■ Recognize them for their creative abilities, and reinforce and encourage those
talents. Do not demand that they be well organized or conform to standard
procedures.
■ Listen to them. They need to know that their visionary ideas are important to you.
Let them know that within your organization there is room and opportunity for
the implementation of their ideas.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 155