Glasser’s Reality Leadership Model for Assessing 3 Styles of Leadership

How to use Dr. Glasser’s Realty Therapy for Self Coaching–Three critical questions to get started.

  1. What do you want?
  2. What are you doing to get what you want?
  3. Is what you are doing working and helping you get what you want ?

Let’s look at Glasser’s theory along a continuum from Authoritarian, Command and Control Leader to Laissez-Faire to  Empowering Leader

Empowering Leaders continually work to create an open environment which encourages participation by employees to solve work place problems and self-discover opportunities to do their best and reach their full potential. In addition, it is essential that the empowering leader is able to include and motivate their team to continually upgrade their skills, experience and systems of equality and two-communication that builds competence and trust.

The following grid is one example of how people in any organization can self-evaluate the “quality of their work place environment.  The diagnostic chart below lists many characteristics that describe leadership styles. In using this chart employees are encouraged to discuss their perception of various leadership characteristics and their impact on growth, development and excellence in the organizational system.

Characteristics of  Leadership Styles Command-Control “The Boss” Empowered Leader Laissez-faire
Relationship – coercive
– need-to-know basis
– externally motivated

– supportive and open                                         – builds trust through transparency

– internally motivated
– input involves others

– uncertain
– distant and hands off
– inconsistent and unstructured
Wants – dualistic thinking

-control and power over others
– my way is the only way
– narrow point of views profit motivation is king 

employees to do what they are told to do 

– group consensus
– participation and input for group problem solving 
– broad, many options

-focus on employee health and well-being 

– to delegate not tell people what to do
– agreement and support
– everyone to do their best.

-avoidance of too much supervision or structure

Present Behaviors

– uses harsh words and inflexible rules 
– set strict rules and regulations
-judgmental and management by exception 

Tell and sell approach 

severe-reprisals and punishment

– uses empowering and caring behaviors
– focus on group participation
– uses criteria,improves human relation systems
– combines both
– says okay
– unclear, does both/none
Evaluation – system of punishment
– criteria set by C/C leader

– develops system of self-development

– collaborative on evaluation and feedback 
– criteria by leaders/workers

– never the same
– inconsistent hands off “sink or swim” approach  
Planning – sets deadlines
– sets new rules goes by the book
– involvement based on strengths
– workers’ input appreciated
– what is deemed necessary “now”
– depends on the circumstances
Self-Coaching Challenge–Gather your leadership team together and assess where your team falls on this “quality of worklife ” and leadership style inventory.Then develop a plan for improvement with the team. Execute changes with a specific time table. 

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