The model behind the Leadership Role Compass

Limits of existing leadership models

In our science-backed approach, we believe that most existing leadership theories fail to represent the complex reality of leadership. Most leadership models...

Are overly idealistic and disconnected from reality, often ignoring practical constraints (such as time pressure).
Focus primarily on the manager rather than the relationship between the manager and team members.
Neglect the influence of the leadership context.
Fail to account for dynamic changes and unforeseen events (such as pandemics, wars, and economic crises).

The model behind the Leadership Role Compass: Successful and effective leadership

In our understanding of leadership, a successful and effective manager...

Note: Our tool focuses on aspects of leadership in the here-and-now, such as decision-making, and does not address future-oriented aspects, like forming a vision or mission.

Understanding leadership context

Leadership context refers to the unique environment of each team, shaped by diverse industries, professions, employees, and working conditions. To select the most effective leadership style, a manager must understand their team's specific context. Factors influencing leadership context include, for example:

Nature of tasks in the team: Are the tasks dynamic or stable?
Professional expertise: Who holds the expertise, the team members or the manager?
Division of labor: How is work divided, and are there dependencies within the team?

Understanding leadership idea

A manager's idea of leadership is their perception of the leadership roles they typically assume when addressing tasks. Our model defines four prototypical leadership roles: the Boss, Coach, Partner, and Enabler (described below). Effective leadership requires managers to consider the leadership context and determine which roles are most appropriate. While roles may change depending on the context or specific situations, managers should recognize their "default setting" of roles—those they assume most frequently (primary roles) and those they assume less frequently (secondary roles).

Four leadership roles

In the role of a boss, the manager

Takes responsibility for almost all tasks, questions, problems, and issues in the team
Has a clear idea of the process and outcome
Gives clear instructions
Is central when questions and problems arise in the team
Believes they are responsible for motivating employees
Expects loyalty and obedience from team members

In the role of the coach, a manager

Encourages employees to think and reflect for themselves
Relies on the self-responsibility of every team member
Focuses on the potential and skills of employees
Thinks that employees are intrinsically motivated
Often asks counter-questions (e.g. "What would you do?")

In the role of a partner, a manager

Shares responsibility with team members
Focuses on joint decisions
Acts as a moderator in problem-solving processes
Feels like an equal team member, leadership at "eye level"
Sometimes rather represents group consensus in a decision than their personal point of view

In the role of an enabler, a manager

Creates framework conditions in which employees can develop their potential (time, resources, but also psychological security)
Takes responsibility for the performance of team members
Acts as a teacher or mentor to team members
Sometimes called servant leadership

In summary: Successful leadership emerges when a manager understands their primary leadership role(s), adapting to the leadership context and specific situations in ways that align with employee expectations.

What do managers gain from the Leadership Role Compass?

The survey results help managers understand what roles they typically take on and shows what team members tend to expect from their managers. With this understanding, a manager can identify gaps in perception and effectively follow up with the team by clarifying expectations.

Source

Our approach is based on Professor Armin Trost's field-tested leadership model: Trost, Armin (2023). Das richtige Führungsverständnis. Wie Sie Ihre Führungsrolle definieren, vermitteln und wirksam umsetzen. Berlin: Springer.