Important Top Priority

Whether an employee remains loyal to his company or seeks space - depends very much on how well he judges the internal leadership qualities. A look at the most important leadership styles - and how to find and optimize your own as a boss.

Author: David Recker

According to a current survey, one aspect of loyalty to the existing employer is more crucial than any other: Nine out of ten employees state that they only want to stay in a company in the long term in which they have a "good boss". The question of what is a good boss and what is a bad one is certainly subjective. Objectively, however, some qualities can be assumed: a good boss communicates as clearly as possible. He shows appreciation and respect for his employees. His sense of responsibility is exemplary. He can also delegate and master how to lead and promote equally. Everything he demands from his team, he lives himself. So much for the general objectifiable criteria. But ultimately the boss's personality decideshow these leadership qualities are implemented. Depending on temperament and character, some things are easier for people in management, others more difficult. Each type of boss has leadership strengths, can work on his leadership weaknesses and remain "himself" and authentic. How can it look like? Let's look at four fundamentally different types of bosses:

Boss type 1: the buddy

His craft is his passion. For him, everyone who works for him is a supporter of the most beautiful work in the world. He attaches great importance to a harmonious and conflict-free working atmosphere. A boss who ticks like this is likely to adopt a buddy leadership style. He can easily fulfill some important boss qualities: The buddy boss is communicative. Communication with his employees is not only easy for him, but also fun. Community is important to him. But the buddy boss also has his weaknesses. He doesn't like making clear announcements and avoids conflict-prone discussions wherever possible. And that goes wrong at some point: Many employees need clear instructions and constructive criticism in order to be oriented and to develop themselves further. In this field, the buddy boss has to reload and learn to draw clear boundaries and make clear announcements with a good feeling. Because not everything that concerns the operation must be negotiated on a very personal level and in a “cozy” way. Nevertheless, it remains harmonious if one expresses criticism factually and politely on factual points and suggests and demands concisely defined improvements. This is an extremely rewarding learning process for the buddy boss. In the end, he not only brings him the recognition of his employees, but also leads to more personal satisfaction and better work results.must be negotiated on a very personal level and in a “cozy” way. Nevertheless, it remains harmonious if one expresses criticism factually and politely on factual points and suggests and demands concisely defined improvements. This is an extremely rewarding learning process for the buddy boss. In the end, he not only brings him the recognition of his employees, but also leads to more personal satisfaction and better work results.must be negotiated on a very personal level and in a “cozy” way. Nevertheless, it remains harmonious if one expresses criticism factually and politely on factual points and suggests and demands concisely defined improvements. This is an extremely rewarding learning process for the buddy boss. In the end, he not only brings him the recognition of his employees, but also leads to more personal satisfaction and better work results.

Chief type 2: the patriarch

He sees his company as his extended family. He leads her with determination. This boss type has no problem making clear and emphatic announcements and insisting on compliance with the rules of the game. The patriarch has a hard time giving up responsibility. In his opinion, only he can do the tasks perfectly. Patriarchs are often very good at convincingly conveying their own ideas. But listening to them is just as difficult as responding to employee needs and suggestions. Even active forms, with which they convey appreciation to their employees, are usually to be found in vain. Anyone who identifies such patriarchal traits as head should be aware of their dark side: what happensif the patriarch unexpectedly fails - or a successor is sought within the company? Can someone do the job? In order to preserve one's own life's work in the long term, it is worthwhile for the patriarch to develop and learn: it is possible to keep all reins in hand and yet to hand over areas to capable employees. You can stay the best and still promote talent. You keep your prominent position and even expand it - especially when you show praise and appreciation to employees. A patriarch who develops in this way becomes real greatness. It is possible to keep all reins in hand and yet to hand over sub-areas to capable employees. You can stay the best and still promote talent. You keep your prominent position and even expand it - especially when you show praise and appreciation to employees. A patriarch who develops in this way becomes real greatness. It is possible to keep all reins in hand and yet to hand over sub-areas to capable employees. You can stay the best and still promote talent. You keep your prominent position and even expand it - especially when you show praise and appreciation to employees. A patriarch who develops in this way becomes real greatness.

Chef type 3: the traditionalist

The traditionalist-type boss wants everything to stay the same in the office and on the construction site, in dealing with each other and with customers. Employees appreciate his reliability and his professional skills. Under this boss you learn real craftsmanship and you are never left hanging. However, employees find it less funny how this boss reacts to suggestions for improvements. Improvement requires change - and the traditionalist struggles with that. One can imagine the frustration that a journeyman feels for rejecting his optimization idea for construction site management, as well as the office employee who is pushing for the digitalization of administrative processes.

The traditionalist, who is averse to everything new, beats up employees and, in the worst case, ensures that the company is no longer up to date and is left behind. Can you keep your strengths as a boss of this type and still open up without betraying your authentic personality? The door opener is security. Transferred to the traditionalist boss type, this can mean in concrete terms: If something should change, then please do it safely. As an optimization for construction site processes or modern IT in the office, you can rely on proven solutions that have already proven themselves in companies of similar size. Changes should be introduced in small steps. There is still an opportunity here to take responsibility for employees: whoever proposes an innovationmay also look at them from a security perspective and suggest a pragmatic way of introduction - which does not immediately throw everything overboard.

Chef type 4: the head-controlled

No one gives him the water in technical questions. Where others have to leaf through folders, he has numbers, dates, facts in his head and immediately ready. Where others have been boiling up emotionally for a long time, he stays calm for a long time. The head-controlled boss best serves his employees with crystal-clear work instructions, precise and factual criticism and perfectly planned projects. However, it becomes exhausting for this boss type when it comes to soft strengths that have to do with people and exchange. He communicates briefly, briefly and omits everything that is supposedly superfluous. It is difficult for him to express his appreciation. But these leadership qualities are crucial for a good working atmosphere and the feeling of being “recognized” for everyone in the team. Here the head-controlled boss needs an additional strategy. It is objectively clear, for example, that earned, short praise leads to measurably more work commitment and employee retention - and consequently to better operating results. Even supposedly “non-factual” behaviors lead to rationally convincing results.

Work on weaknesses

So what distinguishes a good boss from a bad one? The former recognizes his boss personality, is happy about his strengths and continues to develop where he naturally has weaknesses. Even as a boss, you remain a lifelong learner, with whom the rewards do not fail: employees register very well when leadership qualities change for the better - and thank them with more company loyalty.

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David Recker

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