Reasons for a new leadershipstyles model
Today there are many models that offer students in managementskills behavioral leadershipstyles: Covey (Seven Habits of Good Leaders), Hershey& Blanchard (Situational Leadership), Reddin (3-D Model), Harrison & Berlew (Positive Power and Influence), Blake & Mouton (Managerial Grid), Argyris (Model I and Model II).
The best way to evaluate these models is to study them, and use them as well in managementpractice as in managementtraining. This we did. Many of these models were used for longer periods.
Each of the named leadershipmodels has its strongpoints and weaknesses in practice. Many models offer behavioral styles. The models differ in many ways, for example in their suitability for training in leaderschipbehavior, in internal consistency, in complexity, in daily use, in the values about how leader-worker relations and interactions should be approached in modern organisations. Allmost all models place the manager outside his team or organisation: his or her qualities, personal motives and feelings are not taken into account. Many neglect the practice of interaction between manager and others as an important source to generate added value. Instead they focus only on the necessary functional behavior a manager has to engage towards his workers. Most models lack an explicit view on how an modern organisation should function and how the responsability of a manager should be fitted in.
The GILS-model is designed to have two main functions:
- being a conceptual model easely recognisable by managers (and coordinators) as being destilled from daily managementpractice that gives managers of all sorts practical directional answers when they situationally need to choose effective interactive Leadership Styles and want to improve their management;
- providing managementtrainers with a behavioral style model that is not only "yet another model", but integrates the best of earlier leadershipstyle models, offers a super efficient way of training in acquiring behavioral leadership skills, and asks for reflection on the managementdecisions (and the norms values, ideas, representation of reality behind them) that generate the behavioral style choices.
The GILS-model is developed by Robert W. van der Valk, who studied engineering the firm ánd public administration. He also holds a degree in organisation and group development and is trained in several fields of clinical psychology. He has a practice of more then 25 years as a manager, project- and programmmanager, trainer in behavioral skills, and is a (internationally certified) consultant.