{"id":11365,"date":"2025-03-03T11:49:00","date_gmt":"2025-03-03T11:49:00","guid":{"rendered":"https:\/\/services.nhslothian.scot\/carehomes\/?page_id=11365"},"modified":"2025-03-03T11:54:44","modified_gmt":"2025-03-03T11:54:44","slug":"building-leadership-pathway","status":"publish","type":"page","link":"https:\/\/services.nhslothian.scot\/carehomes\/building-leadership-pathway\/","title":{"rendered":"Building – Leadership Pathway"},"content":{"rendered":"\n
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\"Building\"<\/figure>
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This part of the Leadership pathway begins with you considering your own leadership style and preferences, before moving on to consider how these impact on a team. The Learning is broken into three key areas – Click through the green bars to access them below<\/p>\n<\/div><\/div>\n\n\n\n

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Leading yourself<\/p>\n<\/div>\n\n\n\n

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Leading others<\/p>\n<\/div>\n\n\n\n

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Leading within an organisation.<\/p>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n

Leading Yourself <\/h2>
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Self leadership <\/strong>Is all about finding out how you personally lead and your own values. Values are an important part of leadership as they guide your decision making.<\/p>\n\n\n\n

You will find out more about self-leadership and consider your own leadership style as you progress through this section.<\/p>\n\n\n\n

In addition you will also consider the importance of resilience.<\/p>\n\n\n\n

A key piece of learning in this section is the opportunity to find out what drives you and what your values are. <\/p>\n<\/div><\/div>\n\n\n\n

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Before progressing through this section:<\/strong><\/p>\n\n\n\n

Have a think about what motivates you at work. <\/p>\n\n\n\n

Write down what is important to you. This could look like honesty, courage, fun, trust – or anything else. Chat with colleagues about their values too if you need inspiration.

Make a list of your values and revist these over time. How do your values change? How do your actions align to your values?<\/p>\n<\/div><\/div>\n\n\n\n

Leadership Styles:<\/h2>
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\"Thinking\"<\/figure>
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Finding out about your leadership style is really important. <\/p>\n\n\n\n

Below is a list of different leadership styles<\/p>\n\n\n\n

1. As you read through them, can you see yourself in any of the descriptions?<\/p>\n\n\n\n

2. Does one description strongly match you or do you think you are a mix?<\/p>\n\n\n\n

Don’t worry there are no right or wrong answers – rather points to consider as you start your leadership journey.<\/p>\n<\/div><\/div>\n\n\n\n

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Six Leadership Styles<\/h2>\n\n\n\n

Democratic<\/h3>\n\n\n\n

This style\u2019s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. <\/p>\n\n\n\n

However sometimes the price is endless meetings and confused employees who feel leaderless.<\/p>\n\n\n\n

Affiliative<\/h3>\n\n\n\n

The hallmark of the affiliative leader is a \u201cPeople come first\u201d attitude. This style is particularly useful for building team harmony or increasing morale.<\/p>\n\n\n\n


But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary.<\/p>\n\n\n\n

Authoritative <\/h3>\n\n\n\n

An authoritative leader takes a \u201cCome with me\u201d approach: they state the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. <\/p>\n\n\n\n

It is less effective when the leader is working with a team of experts who are more experienced than he is.<\/p>\n\n\n\n

Pacesetting<\/h3>\n\n\n\n

A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. <\/p>\n\n\n\n

But other employees tend to feel overwhelmed by such a leader\u2019s demands for excellence\u2014and to resent their tendency to take over a situation<\/p>\n\n\n\n

Coaching<\/h3>\n\n\n\n

This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve….<\/p>\n\n\n\n

…..but not when they are resistant to changing their ways. <\/p>\n\n\n\n

Coercive <\/h3>\n\n\n\n

This \u201cDo what I say\u201d approach can be very effective in a turnaround a situation, a natural disaster, or when working with problem employees. <\/p>\n\n\n\n

But in most situations, coercive leadership inhibits the organization\u2019s flexibility and dampens employees\u2019 motivation.<\/p>\n\n\n\n

Adapted from the Development Toolkit for Health and Social Care, NHS Lothian<\/p>\n<\/div><\/div>\n<\/div><\/div>\n\n\n\n

As you can see there are strengths and potential weakness in all styles – therefore a leader who has mastered a variety of styles will be better placed to lead a team.<\/h5>\n<\/div><\/div>\n\n\n\n
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You can explore your leadership style further so far link directly to some SSSC Open Badges which you could undertake and be credited for:<\/p>\n\n\n\n

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Leadership Thing 3 – My Leadership Style<\/polygon><\/svg><\/span><\/a><\/div>\n<\/div>\n\n\n\n
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Leadership Thing 13 \u2013 The impact I have on others<\/polygon><\/svg><\/span><\/a><\/div>\n<\/div>\n\n\n\n
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Leadership Thing 6 \u2013 What does self-leadership mean for me?<\/polygon><\/svg><\/span><\/a><\/div>\n<\/div>\n<\/div>
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Resilience<\/h2>
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Resilience is something we need to be good leaders. <\/h4>\n\n\n\n

Sometimes this looks like taking care of ourselves, or this could look like having a thick skin when recieving feedback or hearing tough news. <\/p>\n\n\n\n

Resilience is something we grow and develop over time – just like leadership!<\/p>\n\n\n\n

\"Reflection\"<\/figure>
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Have a think about a time when your resilience was strong at work \u2013 not a \u2018stress-free\u2019 time, but a time in which business as usual was something you felt able to cope with while remaining positive, without work leaking into your non-work time (losing sleep, affecting their mood when you were at home, etc.). <\/p>\n\n\n\n

Reflect on this time,<\/p>\n\n\n\n

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  1. What was happening in the team that was supporting your
    resilience? <\/li>\n\n\n\n
  2. What behaviours, habits, systems or ways of working were in use? <\/li>\n<\/ol>\n\n\n\n

    Make a list and reflect on this. Is there anything you can make sure you do to ensure others feel positive at work? <\/p>\n\n\n\n

    Note down your thoughts in the reflective book.<\/p>\n\n\n\n

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    SSSC Leadership Thing 4 \u2013 Others\u2019 view of my leadership<\/a><\/div>\n<\/div>\n<\/div><\/div>\n<\/div><\/div>\n<\/div><\/div>\n<\/div><\/div>\n\n\n\n

    Leading Others<\/h2>
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    Everyday Leadership:<\/strong><\/h3>\n\n\n\n

    We have split this section into two themes for you to work through. <\/p>\n\n\n\n