4 Obvious Signs Your Leadership Style Needs a Change

As a leader, it’s important to regularly evaluate your performance and identify areas for improvement. If you find yourself stuck in a rut and not making progress, it may be time to make some changes to your leadership style.

Here are the 4 obvious signs your leadership style needs modifications:

You are not achieving the results you want or need. If you are not achieving the results you want or need, it may be time to rethink your leadership approach. This could involve reassessing your goals, strategies, and actions. It could mean you need to identify areas for improvement. Additionally, it may involve seeking feedback from others and incorporating their insights and perspectives. As a result, your leadership will get the transformation it needs and the results will help you achieve greater success.

You are not learning or growing as a leader. If you find that you are not learning or growing as a leader, it may be time for some self-evaluation. This could mean that you are not actively seeking out opportunities for development. Additionally, it could also mean that you are not pushing yourself to learn and grow in your role as a leader. Therefore, failing to develop can limit your effectiveness as a leader, so it’s important to regularly evaluate and address this aspect of your leadership.

Your team is disengaged: If you notice that your team is disengaged, it could be a sign that it’s time for a change in your leadership approach. This might involve reassessing your communication and management strategies. Additionally, it could mean you need to  provide more support and resources to help your team thrive. By addressing the issue of team disengagement, you can improve your own leadership style and the morale and productivity of your team.

You are not meeting the expectations of your stakeholders: If you have been receiving feedback that you are not meeting the expectations of your stakeholders, it’s important to take a step back and reevaluate those expectations. By doing so, you can better understand what your stakeholders need and expect from you as a leader, and you can develop solutions that address those needs and expectations. This can help improve your leadership style and the overall success of your organization.

As a leader, it’s important to regularly evaluate your leadership style and make necessary changes in order to continuously improve and become the best leader you can be. There are often signs that your leadership style needs to be adjusted. The best leaders are able to recognize these signs and make the necessary changes.

Lead From Within: By constantly seeking to improve and adapt your leadership style, you can ensure that you are meeting the needs of your team and organization.


#1 N A T I O N A L  B E S T S E L L E R

The Leadership Gap
What Gets Between You and Your Greatness


After decades of coaching powerful executives around the world, Lolly Daskal has observed that leaders rise to their positions relying on a specific set of values and traits. But in time, every executive reaches a point when their performance suffers and failure persists. Very few understand why or how to prevent it.

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Lolly Daskal is one of the most sought-after executive leadership coaches in the world. Her extensive cross-cultural expertise spans 14 countries, six languages and hundreds of companies. As founder and CEO of Lead From Within, her proprietary leadership program is engineered to be a catalyst for leaders who want to enhance performance and make a meaningful difference in their companies, their lives, and the world.

Of Lolly’s many awards and accolades, Lolly was designated a Top-50 Leadership and Management Expert by Inc. magazine. Huffington Post honored Lolly with the title of The Most Inspiring Woman in the World. Her writing has appeared in HBR, Inc.com, Fast Company (Ask The Expert), Huffington Post, and Psychology Today, and others. Her newest book, The Leadership Gap: What Gets Between You and Your Greatness has become a national bestseller.

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