One style doesn't fit all

"Learning. There's a right way and there's a right way."

How leadership and learning styles intertwine

As students, we hope that our teachers and school administrators will help us identify our gifts and then provide us with opportunities to showcase them and use our strengths in some meaningful way.

These standards of “norms” create a box wherein if students do not fit, they are labeled as different. The social connotation and effect of these labels vary from promising (gifted, exceptional, genius) to destructive (troublemaker, at-risk, delayed, incapable). In either case, the process of standardization can lead to frustration and disengagement for students.

As an education hacker, you must identify what and how you want to learn and then become the lead project manager in the execution of that plan. This is why, in addition to figuring out your learning style, it’s also helpful to understand your leadership and management styles.

How to identify Leaning style

We all learn differently, learn in different ways according to different circumstances.

Experiencing: learning from specific experiences, being sensitive to feelings and people

Observation: observing before making judgments, viewing issues from different perspectives, looking for the meaning of things

Thinking: logically analyzing ideas, planning systematically, acting on an intellectual basis

Action: learning through ‘hands on’ activities, dealing with people and events through action

As a leader in a group you need to be aware of your own style too, because it has implications for the impact you make on the team. Without acknowledging your own style you may encourage your team to focus on issues from a certain perspective and miss the opportunities that result from different approaches. A team has a collective learning style all of its own. As their leader, your job is to guide this group and help them to understand the strengths and potential weaknesses or blind spots associated with their learning styles.

The Learning Cycle

We’re not suggesting that anyone conforms totally to these types but we’re sure you’ll recognize some of the qualities and how they affect the way you learn or communicate.

The ‘Creator’ (Diverging style)

Your strengths are taking in information through concrete experience and processing it through your powers of observation. Your imaginative ability enables you to generate many alternative ideas. You love brainstorming. You’re interested in people and are very feeling-oriented.

Where you get stuck

If you rely on these skills too much you can become overwhelmed by alternatives and indecisiveness. Try not to prioritize urgent challenges above important challenges, or treat mere symptoms as challenges.

The ‘Planner’ (Assimilating style)

You have an ability to take in new information abstractly and process disparate observations into an integrated rational explanation. You’re good at inductive reasoning and the creation of models and theories. You’re a systematic planner, a goal setter.

Where you get stuck

Beware of a tendency to create ‘castles in the air’. Your style can often have a slender grip on the practical implications. Avoid premature discussion of solutions and make sure the critical facts are known.

The ‘Decision maker’ (Converging style)

You are able to take in new information in the abstract and process it into a concrete solution. You use hypothetical deductive reasoning to arrive at a single best solution to a question or problem. Your great strength is your ability to solve problems and make decisions.

Where you get stuck

Don’t be too hasty though; your style can lead to a premature definition of the problem. Avoid focusing prematurely or creating unproductive conflict and competition.

The ‘Do-er’ (Accommodating style)

You are able to take in new information concretely and transform it actively. You have the ability to adapt to changing circumstances. Your strengths are doing things, carrying out plans and tasks and getting involved in new experiences. You’re more likely to want to learn and work with others, and you are comfortable learning through practical experience.

Where you get stuck

You can be seen as ‘pushy’ and impatient. You can spend a lot of time making trivial improvements or taking the wrong action. Try to win commitment from the rest of the team before taking action. And avoid unnecessary conflict and competition.

How to identify Leadership style

Leadership is not about personality; it’s about behavior—an observable set of skills and abilities. And when we first set out to discover what great leaders actually do when they are at their personal best, we collected thousands of stories. In fact, we discovered that when leaders are at their personal best there are five core practices common to all:

Model the way

Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.

​Inspire a shared vision

Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.

​Challenge the process

Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.

​Enable others to act

Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.

​Encourage the Heart

Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.

How learning style affects leadership

How you learn will inevitably affect how you lead. This may be great for building trust and morale among the team, however it can also be perceived as micro managing. Visual learners may need to see all tasks and ideas in writing, while having a hard time staying present during long face to face meetings. Reflectors in Kolb's model tend to stand back and gather data and may be perceived as having an Operator management style.