• Understanding different ways of leadership and the impact they can have in collective work
• Recognizing our tendencies regarding leadership
• Discovering how others express their leadership

Duration: 1 hour 45 minutes

Step 1 : The different kinds of leadership (30 minutes)

Make a presentation about de different kind of leadership. To help the trainees understand the differences, choose one situation that is easy for everyone to picture, then explain how each type of leader will react on it.

The Typology presented in LEADERSHIFT seminar was taken from “The empowerment Manual”, p.133, 2011, Starwhak. In her book she proposes 6 types of leadership, 4 for them tend to create resonance in a group, but if they fall out of balance they can each have their drawbacks; and the 2 others tend to dissonance or disharmony, but also have their beneficial aspects.

Visionary
I inspire people with a big vision and take the long view. I keep my eyes on the prize. The Visionary can help us articulate our picture of the world we want, our sense of mission and purpose, our core values and our short and long-term goals — and identify the stakes, what is at risk if we fail. The Visionary style is most needed when a group is beginning, when it must take a new direction or make changes in its mission or structure.
Unbalanced Visionary
A Visionary leader may sometimes be so far ahead of the group and its resources that they shift from inspiring to overwhelming. Visionaries may need grounding and support from those whose strengths are in holding boundaries, respecting limits and keeping track of details.

Coaching
I bring out the best in each person. I help them develop their talents and strengths and overcome weaknesses. The Coach cares about each individual, helps them identify and build on their skills and talents and to grow beyond their lacks. Coaches look for opportunities for others to develop and grow and to shine. Coaches encourage us to try new things and help cushion the fall when we stumble. The Coaching style is most needed when individual group members need support or challenge in order to grow. When dealing with disturbed individuals or traumatized communities, one-on-one coaching may be far more effective than public exhortations or admonitions.
Unbalanced Coaching
Coaches may err by sacrificing the needs of the group to the growth of the individual. Other team members may resent a Coach’s special relationship with one individual. Coaches may need support from those who can watch the emotional balance of the whole.

Affiliative
I get groups of people to work together well and to bond in friendship. The Affiliative leader is the team builder, bringing people together to work in concert toward a goal, building trust and creating an atmosphere of friendship and harmony in the group. The Affiliative style is most needed when the group is in conflict, when it is undergoing stress or deep disagreements.
Unbalanced Affiliative
Affiliative leaders may have trouble giving critical feedback, in holding boundaries or insisting on accountability. They may err on the side of being “nice” and condone behavior that actually undermines group harmony. Affiliatives need support from those who can give clear, constructive feedback, set boundaries and hold group members accountable.

Democratic
I listen to everybody and involve them in decisions that affect them. I welcome feedback and constructive criticism. The Democratic leader creates an atmosphere of inclusiveness and open participation. The Democrat makes sure that all voices are heard and that power is not concentrated in one or a few hands.
Unbalanced Democratic
Democratic leaders may have trouble stepping into command when necessary. Sometimes decisions need to be made, and the group needs to push forward. Democratic leaders may need support from those who can push forward the group’s momentum, make clear decisions and set directions.

Pacesetting
I set a high bar and a fast pace — for myself, most of all. Pacesetters drive the group to achieve more and complete tasks quickly. They take on big challenges and create the momentum we need to fulfill them — and can easily overwhelm lesser mortals and leave them panting in the dust. The Pacesetting style is most useful when the group faces a big challenge, an emergency or a deadline. A strong Pacesetter can sometimes motivate a group to clear a big hurdle. But if workaholic, frantic pacesetting is the default mode, it’s a sign that planning, forethought and self-care are lacking. Groups driven by Pacesetters often burn out.
Positive Pacesetter
In a crisis, when a deadline looms, when we need to put shoulder to the wheel and work round the clock to get the job done, a good Pacesetter inspires by example. She does more than just manage and drive the work; she gets her own hands dirty, digs in and does it. Bouts of Pacesetting frenzy can energize a group and get it through moments of crisis.

Commanding
I take control. I give clear direction. I know what needs to be done, and I tell people what to do. I create order. The Commanding style is a very familiar one. In collaborative groups, this style might be inappropriate, and group members who revert to it may face rebellion and resentment. However, in times of crisis or emergency, someone who takes command may save the group from disaster. When people are frightened, confused and unsure of what to do, someone with a strong idea of how to move forward can help mobilize the group and empower people to take action.
Positive Commander
In an emergency, when adrenaline runs high, confusion often reigns supreme. People panic, forget what to do and can’t find the relevant tools or information. Emergency services, armies and medical personnel are often organized in strict.

Step 2: Which leader am I ? (15 minutes)

Set on the floor a sheet for each type of Leadership with key words that will help the trainees to remember the specifics of each one. Ask the trainees to take position regarding the type of leadership they think correspond the best to them. Once everyone has taken position, ask all the participants to have a view of the distribution. Then ask them to form groups of discussion.

Step 3: Which leader would I like to become ? (1 hour)

In small groups, one by one will tell the other which kind of leadership he/she has and which one he/she would like to develop. After this first round they can go to a free discuss about the advantages and disadvantages of each type leadership using their experience.

• Sheets with the different leaderships summarized in key words