Leadership Styles
(Goleman)
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Leadership Styles
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Creating resonance as a Visionary, Coaching, Affiliative, Democratic, Pacesetting or Commanding Leader. Explanation of Leadership Styles of Daniel Goleman. |
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In his book Primal Leadership (2002, with Richard Boyatzis and Annie McKee), Goleman introduces six leadership styles. To properly understand the six leadership styles, you should first understand his human communication / interaction concept of resonance.
Leaders create resonanceIn the view of Goleman, good leaders are effective because they create resonance.
Resonance comes from the Latin word resonare. Again creating sound. Effective leaders are attuned to other people's feelings and move them in a positive emotional direction. They speak authentically about their own values, direction and priorities and resonate with the emotions of surrounding people. Under the guidance of an effective leader, people feel a mutual comfort level. Resonance comes naturally to people with a high degree of emotional intelligence (self-awareness, self-management, social awareness and relationship management) but involves also intellectual aspects.
Creation of resonance can be done in six ways, leading to Six Leadership Styles. Typically, the most effective leaders can act according to and they can even skillfully switch between the various styles, depending on the situation.
Book: Daniel Goleman,
Richard Boyatzis, Annie McKee - Primal Leadership -
Leadership Styles Special Interest Group
Leadership Styles Forum
Leadership Styles Education & Events
Compare with Goleman's Leadership Styles: Emotional Intelligence | Leadership Continuum | Leadership Pipeline | Hagberg Model of Personal Power | Level 5 Leadership | Charismatic Leadership | EPIC ADVISERS | Servant-Leadership | Path-Goal Theory | Theory X Theory Y | Managerial Grid | Contingency Theory | Competing Values Framework | Expectancy Theory | Result Oriented Management | Bases of Social Power | Seven Surprises | Seven Habits | Coaching | Mentoring | Results-Based Leadership | Situational Leadership | Metaplan | Ashridge Mission Model
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| ● (NL) | Here's one | "Here you can find an interesting African Leadership Model by Steve Banhegyi." | |
| ● Jacquelyn C. Franklin (USA) | African Leadership Styles | "Yes! The literature is pregnant with community oriented African leadership styles, however, historical examples document how self interest within the community have adversely impact the total group for the select few." |
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| ● (Jordan) | Leadership styles | "Leaders are born, but they need help" |
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| ● Freddie (UK) | Situational Leaders | "I agree with Shaw's perspective but in the context so put forward I believe being "reasonably unreasonable" in causing a change is what makes leaders relentless, if not, every maniac could be term as being unreasonable thus matches the profile of a leader??" |
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| ● othata kenna (botswana) | leadership style; born or made | "made" | |
| ● Warren (USA) | Leadership Style: born or made | "I believe that to be an affective leader, leadership style is something that you can learn and be able to adapt depending on the situation." | |
| ● imran ali mir (Pakistan) | Style of Leadership | "Leaders are born with some inherited genes of leadership, but need to polish with situations faced by them." | |
| ● Niks (India) | Leadership an inborn quality | "Imran is absolutely right!! Leadership is an inborn quality which needs polishing by handling different situations. Leadership cannot be taught, it is developed ..." | |
| ● Bill (UK) | Leadership Style: born or made | "Imran and Niks are absolutely wrong!! Leadership is a behaviour and behaviours can be (and are) learned, from birth to death. I suggest you do some reading on the subject before showing your ignorance. If you still think you're right, identify the leadership gene...." | |
| ● (USA) | Leadership Style: born or made | "This to me is like asking, “Are artists born or made?”. Although there may not be a responsible gene for the inborn ability, we cannot deny that there is an inborn propensity for leadership as there is one for being an artist. However, anything uncultivated eventually becomes nothing, regardless of it's an innate advantage. Hence, 1) There’s a potential for leadership in all and it comes at varied intensity at birth, and 2) Training polishes it. The nearest the mixture approaches pick, the best the leader would be." |
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| ● Gill (UK) | Nature v Nurture - that old chestnut | "Whilst I've seen research that looks into the existence of some inborn personality traits based on mono and dizygotic twins, I've never seen anything relating to leadership - or even artistic tendencies. And even these personality traits are just tendencies - we are not fated by them. I'd be delighted if anyone who has mentioned inborn abilities pertaining to leadership/art above could point me in the right direction for relevant research." | |
| ● (Indonesia) | Leadership can be developed | "As leadership definitions always say there must be vision, and charismatic person. Leadership is built by circumstances. People learn from their environment and awareness comes up as one realizes there is a need of leader. The leader's character then grows as he begins to solve problems.. So it means leadership can be developed, but only for those who have some kind of awareness." | |
| ● (UK) | Born or Made? | "I have a wonderful cartoon that depicts two nurses coming out of the delivery room with a new born baby. one turns to the other and says " This one's a manager"!! There is no doubt that our early upbringing plays a significant part in determining our personality. If it is true that there is a "leadership" gene then we have truly discovered the meaning of life! My interest in leadership is primarily concerned at how we develop effective leaders. The origins of the species is just plain beyond me! We can however always choose our behavior and my understanding is that leadership is about behavior. People follow someone because of what they do or say, not on where they came from." |
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| ● Dithabana Legong (South Africa) | Best style of leadership | "@ Vijay I couldn't agree with you more. The democratic style sends a very empowering message to employees and that is that you think that they are capable intelligent people who can contribute to the greater good of your organisation. When employees feel that thay will stop at nothing to follow you as the leader." | |
| ● Pavan Kumar (India) | Combining Leadership Styles | "The Democratic style as mentioned in the article given here has a rating of one plus point and three plus points for the Visionary style, so would it not be more effective if one was able to create a leadership style resulting from the culmination of the two styles as this the new trend in todays corporate world? One style may fulfil a few parameters and the the other a few others so why not combine the two?" |
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| ● Werker (Earth) | Combining Leadership Styles | "Perhaps in "today's corporate world" but if one observes the negative side of human nature, the corporate organism, and the crisis of human existence then by combining "Vision" with the way "Democracy" is described in the table (which is to manipulate individuals through group think) you are setting a dangerous precedent for "Corporation as a Misanthropic Meme". One only has to look at the highlights of human political history to understand that "Vision" and "Democracy" should never, under any circumstance, be combined." | |
| ● David Cotton (UK) | Best style of leadership | "I'm afraid I disagree with Vijay that there is a single "best" style of leadership. The best leaders flex their style according to situation. In times of crisis, a democratic approach is generally inappropriate. People look for direction and the commanding leader gives it. In less turbulent times, it may be that they need vision, they may need to buy into that vision, and so the leader's styles and approaches must change again. Saying there is a "best" style suggests that there is only one useful style which, to me, sounds like saying there is a best style of music, or a best style of literature. Everything in its time and place!" | |
| ● (USA) | Best Style of Leadership | "I agree with David. I think there is no best style of leadership. The best possible style has to be implemented as per the given situation. One situation demands democratic leadership, another might demand participative style leadership. A good leader is one who analyzes the situation and then applies an appropriate leadership style." | |
| ● Digby Roberts (UK) | Leadership style and change | "The democratic cooperative leader is one who seeks consensus rather than conflict. Consensus as Carnall (2007) states ' ..reflects the lowest common denominator, the view that no one will oppose.' So where is the leader leading? These people exist in my organisation - I call them caretakers. I don't dispute that employees will feel cosy though." | |
| ● (canada) | Best Style of Leadership | "With my eployees I find that I change the way i lead according to the flow of work.When things are working well I like the democratic way,and when I need to I lead according to whats needed for the time.I could be tough,or gentle." | |
| ● Arun (India) | Coaching Style is Best | "I think a leader is REALLY successful only if the company/org continues to succeed after he has left it. For this the Coaching Style is the best. While he may start in a different style based on the existing situation, he should quickly move to the coaching style for best outcomes." | |
| ● Peter (Gent) | Natural Situational Leadership | "David and Vishal are right. That's why there is a buzzword like "situational leadership" Everybody has one or a few preferred styles, but really great leaders can naturally use the right style at the right moment. I mean spontaneously, not some kind of act." |
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| ● Fernando Fuster-Fabra (Spain) | Innate & Learned Leadership | "There is no such thing as luck in future, only future-makers.
No person is 100% objective, so expect that all will employ reason plus emotions. A leader is he that executes actions that favourably alter subordinates' emotions well enough to motivate them into results." |
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| ● Funbi (Nigeria) | The Interest of the Leader | "Apart from the aspect of the situational leadership style that should be considered in dealing with all surbordinates, the interest of the leader also should be considered. in any situation, the leader's interest should not be left out." | |
| ● Jairo Jura (Kenya) | Leadership Suitability | "A good leader is many positive and progressive characters at once. It calls for natural and deliberate efforts made in a concerted manner to steward a team out of a situational crisis at any time." | |
| ● Heard (US) | Leadership Suitability | "The leader's interest is achievement. He leads because he wants to get things accomplished. Often his ego is tied directly to his accomplishments. The leader works with individuals who join organizations to achieve their goals and then become group member and eventually team members when their individual goal meld into the team's goals. The personality driven leader leads without knowing how. The professional leader leads by understanding where each individual is in their progressive growth and becoming the leader that person or team needs. The only way to do that effectively is for the professional leader to develop values and non-contradictory character to provide consistency and predictability to the leader-follower relationship." | |
| ● Adeoye Ademola (Nigeria) | Leadership | "Leadership is as a tall building which it's foundation can be seen but it's top can never be seen.No one can exhaust the subject of Leadership." | |
| ● Gopal Ram (India) | Leadership styles | "Leadership is about getting things done for the organization. In some situations, different styles of decision-making might be required; indeed, in some cultures and individuals. This style is also be expected by not only those in charge, but also the followers. That is what makes leadership styles quite interesting - it accounts for the fact that not everyone is the same" | |
| ● Philemon (South Africa) | Situational Leadership is best | "I see leadership as the ability to influence others, whether commanding or democratically. If you can't influence your followers, whether positively or negatively, you can't be seen as a leader. I also agree with Goleman about emotional intelligence. But a good leader should be flexible and act according to the situation. Be democratic when it suits that style but autocratic when things need to be carried especially in life threatening situations. Situational leadership is the best approach." |
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| ● (Philippines) | Applying and Adapting Leadership Styles | "I believe that leadership styles becomes effective when applied depending on the situation or condition and the types of people being led. Based on experience, different conditions with people having different personalities, experience, mind sets and capabilities occurs simultaneously. And this becomes a real challenge. I think each of us has a natural tendency towards one leadership style. However, those who are able to adapt to the given conditions and apply the necessary leadership styles becomes a successful leader. Competence, integrity, honesty, humility and the concern for the the well being of the led are very crucial. People tend to become motivated to work with the leader to achieve the objectives and goals." | |
| ● (UK) | Ability to Vary Leadership Style | "The best leadership style is the one that works. Being able to vary the leadership style to suit the particular business environment is the characteristic of a sustaining strong leader, anything else is luck." |
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| ● (United Kingdom) | Leadership Style | "I think we can - MacGregors X Y Theory is a good example. Followers become potential leaders, able to pick up the styles of management from the leader." | |
| ● Arun (Inida) | Leadership style | "It has to be the coaching style as he has to teach them how to propogate this commitment and sacrifice" |
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| ● Mark (SA) | Creating resonance versus buy-in | "Buy-in is getting individuals to accept your opinion or stance, react in the manner you want them to respond. Creating Resonance is to express your opinion/stance and direct the team members to react according to the expectations of the team." | |
| ● Linda (UK) | Creating resonance | "Currently studying for my Supply/Purchase/Marketing Exam! My understanding is that resonance is about feel good recognition - its emotional - justifies the reason (Maslow's hierachy of needs) or creates acceptance of your purchase - as cognitive dissonance can influence future choice or other buyers thinking of buying the same thing." | |
| ● Meera (Trinidad) | Resonance vs Buy-in | "Helene, my interpretation of Buy-in equals discussion whereas resonance may be likened to dialogue." | |
| ● Ilse (Belgium) | Resonance versus Buy-in | "Resonance: how words 'land' .. this can be positive or negative, how people react on your words in a non-verbal way. Resonance can be high or low. Buy-in is the fact that people accept and agree with your words and are willing to participate." | |
| ● Charles Daniels (USA) | Resonance vs Buy-in | "When I think about a term like buy-in, I also think about the concept of selling. One person is trying to persuade another person to accept an idea. There is nothing wrong with buy-in, but it does not seem to address deeper human needs. When I think of resonance, I think about things like shared vision, values and ideas. A resonant leader is more likely to attract resonant followers who embrace the same vision, values and idea. I also believe that resonance and flow are strongly related." |
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| ● Frances (USA) | Resonance | "Yesterday I was in a meeting with the CEO of my company and he explained his vision of where he saw our company moving and it was inspiring. He did not shove it down our throats. He helped us to see a greater vision and how we could be a part of that vision. We were all excited about the future possibility in our career growth and the companies growth. That is the opitomy of resonance." |
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| ● M (Philippines) | Leadership and Change | "It depends on the kind of employees of your company. Are they professionals? Are they factory workers who are routine in their work habits? Are they capable of thinking and analyzing? More than leadership for productivity u need connectivity... To be able to relate and understand what motivates them to be productive..." | |
| ● (USA) | Leadership and Change | "The Call Center industry is a perfect example of a constantly changing environment that requires high productivity. Managed programs are always evolving to better serve the client, and the agents on the frontline are held to meet very specific metrics to meet and exceed client/customer expectations. Being a flexible and team oriented leader in this environment helps to foster a sense of confidence in the agents, most especially when there are unexpected spikes in Call Volume. Managers set the tone for their teams, so when team members see Management willing to step in and do whatever is necessary to stay on beam, the agents become more focused and productive without having to be browbeaten into it.. Acknowledging those who perform above and beyond, and making a big deal of it helps to show the team members that as individuals they truly are valued." | |
| ● (Netherlands) | Leadership, Productivity and Change | "Obviously, you could consider Barrack Obama for your essay as well." |
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