Greetings! I enjoy learning how others in our industry approach leadership. One of the best known and thought of leadership styles is the Full Range Leadership Model. One thing most people get wrong about FRLM is that people think it’s static and a continuum, but it’s not meant to be that at all, but I would be very interested in knowing how you approach it. I am sure you all have your own way of doing things, so I’d love to hear more about what you do. This is more of an introduction to FRLM.
Leadership models in architecture refer to the various approaches, styles, and theories that architects can use to lead their teams, manage projects, and navigate the complexities of the field. Here are some examples of leadership models in architecture:
Transformational Leadership: This model focuses on inspiring and motivating team members to achieve shared goals. Transformational leaders empower their team members to take ownership of their work, encourage creativity and innovation, and foster a culture of collaboration and continuous learning.
Servant Leadership: This model prioritizes serving the needs of team members and stakeholders, rather than seeking personal gain or recognition. Servant leaders prioritize empathy, active listening, and building trust, with the goal of creating a positive and supportive work environment.
Situational Leadership: This model emphasizes adapting leadership style to fit the needs of specific situations or team members. Situational leaders assess the readiness and capabilities of team members and adjust their approach accordingly to provide the support, direction, and feedback needed to achieve goals.
Transactional Leadership: This model focuses on providing rewards and incentives to team members in exchange for meeting performance expectations. Transactional leaders use a system of rewards and consequences to motivate team members and prioritize efficiency and productivity.
Laissez-Faire Leadership: This model is characterized by a hands-off approach to leadership, where team members are given a high degree of autonomy and responsibility. Laissez-faire leaders prioritize trust and delegation, allowing team members to take ownership of their work and make decisions independently.
It's important to note that different leadership models can be effective in different contexts, and that successful leadership in architecture requires a combination of technical expertise, communication skills, and strategic thinking.
Are you always a certain type or do you mix them? If you mix them, then how much and when?
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Mike Perez AIA
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