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Agrimarketing : January February 2013
14 Agri Marketing January/February 2013 Imagine a manager who conducts his meetings like an Army bootcamp. He runs through the ranks of his team, asking them each a laundry list of questions and pausing only to hear their (often one-word) responses. Then, he fires back orders, or ways to move the project forward, and quickly jumps to the next agenda topic. This guy is a classic Q1 leader --- bossy, hostile and demanding --- according to Psychological Associates, a leading firm in human resource development. Luckily, although leadership style seems like an innate skill, it can be developed and improved with focus and hard work. So don't give up on this manager just yet. Psychological Associates' Dimensional Model of Leadership Behavior (Fig. 1) is a tool that provides managers with a frame- work to understand leadership and how they might improve. The first measure that the model considers is concern for others. This runs along the horizontal axis and ranges from hostile to warm. The second measure, level of control, ranges from dominant to submissive. THE QUADRANTS After considering and evaluating the two measurements, managers and/or their employees can use the model to gain insights. TELL AND SELL Managers who have a low level of concern for others and a high level of control (more hostile and more dominant) are located in the first quadrant. They talk more than they listen and can be seen as pushy. They expect employees to deliver at a high level and complete assignments as directed. DON'T ROCK THE BOAT Leaders with a low level of concern and a low level of control land in the second quadrant, which is characterized by a "don't rock the boat" style of leadership. These leaders talk little and don't listen well, but also ignore or avoid any issues at hand. They're usually proponents of the status quo. LET'S BE PALS Leaders who are low in their level of control, but have a higher concern for others can be found in the third quadrant. This is characterized as "let's be pals." These leaders are talkative, outgoing and friendly, but also quick to appease and brush over details. This person is likely to be unfocused and found wandering the halls of the office. WIN-WIN Leaders who are high in both their care for others and their level of control fall into the fourth quadrant. This quadrant is characterized as "win-win," and is a sweet spot for successful leadership. These leaders have high regard and appreciation for those around them. They trust others to do the right thing and believe in their abilities to get the job done right. They are open to new ideas and suggestions for accomplishing the goal or task at hand. GETTING TO WIN-WIN It's possible for the classic Q1 manager above to transition into Q4. However, he must first recognize that it's the ability to positively influence others that determines a leader 's success. Many Q1 leaders know they are autocratic, and they don't see a reason to change, even though their direct reports are clearly unhappy, according to Psychological Associates. To achieve win-win status, Q1 leaders need to improve their listening skills, increase their open-mindedness and stop blaming others for failures. Improving their leadership style and moving into Q4 requires managers who are committed to personal growth and modifying their behavior. An easy way to gauge their progress is to observe how others respond to them. For example, an improvement indicator for the "boot camp" manager would be back-and-forth conversation during a meeting instead of one-word answers from his direct reports. TRY IT YOURSELF Using this matrix can help you understand your leadership style. During your next business interaction, consider where you are in the quadrants and what you may need to do to move toward a win-win situation. AM GETTING TO WIN-WIN by David Widmar, Research Associate, Purdue University Center for Food and Agricultural Business Insights from Purdue University SEMINARS Upcoming Agribusiness Center for Food and Agricultural Business ASTA Management Academy February 25 - March 1, 2013 Sales Management and Leadership June 4-5, 2013 Precision Selling: Building Relationships with Large Farmers June 20-21, 2013 Learn more at www.agecon.purdue.edu/cab Psychological Associates' Dimensional Model of Leadership Behavior Fig. 1
Marketing Services Guide 2013