Chuck Broes, COB
EliteCorp International

With more than four decades of practical success, the chairman has insight into the potential opportunities that are presented to EliteCorp. This is the fourth in a series of articles on Chuck Broes relating to his philosophies on business, management and opportunities in the coming decade.

Chuck Broes speaks freely about leadership styles. Over four decades Chuck Broes has seen many different techniques of management and over time has distilled them down to five primary modes. These approaches to leadership are based on various assumptions and theories. Chuck Broes believes that the style an individual will employ will be based on a combination of his or her beliefs, values and preferences as well as the organizational culture of the company.

Chuck Broes identifies the “Charismatic” leadership approach as the most easily recognized. A charismatic leader gathers followers largely through personality and charm, rather than any form of external power or authority. Chuck Broes says that he has utilized these characteristics a number of times to successfully build ventures.

Another primary leadership style noted by Chuck Broes is the “Participative” approach. Chuck Broes notes that when management is involved, decision-making improves management’s understanding of key issues and consensus can more easily be built. People are more committed to actions when they have been involved in decision-making.

“Situational” leadership, according to Chuck Broes, approaches leadership as an adaptive skill set that is somewhat defined by variables. Chuck Broes has seen dynamics such as motivation, capability, the nature of relationships, stress and mood all come into play as situational leaders assess the approach needed by those under management.

Chuck Broes also has identified two styles of leadership that are less obvious and yet very powerful. The first of these is found in the approach of a “Quiet” leader. These professionals combine a strong professional will with personal humility. The actions of such a leader speak louder than his or her words. Chuck Broes recognizes that employees are motivated when a leader gives them credit rather than take it him or herself. There is far less ego involved in those offering this leadership style.

The final approach Chuck Broes admires is similar to the quiet approach and it is that of the “Servant” leader. A servant leader approaches management by serving the professionals under management, rather than by others serving them. The service of others may present itself by helping people under management achieve and improve. As the recipients of this approach, people grow as individuals, become more autonomous and are more likely themselves to become servants.

Chuck Broes likes to point out the benefits that a company can gain by blending these styles and allowing the nature of the business itself to help define the approach that best reflects on the goals of a business.