The GILS Model >>Third Layer Elements  

Third Layer Elements

Elements to finetune behavior and optimize interaction efficiency

Now lets look at some elements of the third layer of the model that help finetune managementbehavior and optimize efficiency in the interactions of leader and co-worker:

  • Complementary Styles by Co-Worker
  • Contra Styles by Co-Worker
  • Substyles per Leadership Style
  • Archetypical Management Situations

Complementary Styles by Co-Worker
We assume a constructive setting in wich both manager and co-worker work together and try being as effective and efficient as possible. In these situations a leader who is using one of the four behavioral styles can be helped by his worker to get his message over. We say: co-worker then uses the Complementairy Style connected to the Leadership Style chosen by leader. This introduces efficiency in interaction. For example: a leader is instructing the best way he or she can, but helped by a co-worker who actively asks questions - knowing by experience what is needed for instructions - both arrive faster and often better at the goal the leader has set to achieve.

Contra Styles by Worker
As a matter of fact we have developed indicators that enable managers to quickly recognize Contra Styles of Co-Workers. Contra Styles represent actions (consciously or unconsiously generated) of workers that work against the clear (outspoken, informally indicated or induceable) communication goals of the manager. Knowing the symptoms of contra-behavior per main behavioral leadership style creates the necessary base from wich a manager can engage in effective steps to bend this - unconscious or conscious - worker behavior (often regulated by attitudes, values, norms) towards more complementary behavior.

Substyles per influencing style

Each influencing style in the main domain has substyles. We discussed for example for the Collegial Generating domain (see second layer) four influencing styles per Leader or Worker. Each of the four styles can however be divided in two substyles, thus enabling to more finetune managementdecisons and behavior. To give an example around the first behavioral style in this domain:

Substyle 1:  Instructing and Protocolling
This substyle asks for very clear workprocess oriŽnted protocolling by manager. He or she must be able to present task in such a way that other is able to reproduce the instructions and/or protocol and is able to follow the steps towards the required taskresults.  

Substyle 2: Legitimising
This substyle requires the leader advocates clearly why he has engaged in certain strategies, actions and decisions in such a way that workers can sumarize and understand his arguments and motives, wether or not they agree with him or her.

Archetypical Management Situations

To keep the GILS-model practical for leaders in everyday use each substyle is connected to an Archetypical Management Situation (AMS). These present easy recognisable images of the most important managementsituations managers (and workers) will be posed before.

The main purpose of each AMS is to present a manager with a set of often occurring managementgoals and a contingent choice of influencing behavior.
In all the GILS-model contains eight AMS's in this domain. These AMS's can also be presented with a line along wich the competence of the Worker is growing in 8 contingent steps.The other maindomains contain each one two AMS.