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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 resonance
In 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.
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Visionary Leadership
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Coaching Style
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Affiliative Leadership
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Democratic Leadership
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Pacesetting Leadership
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Commanding Leadership
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Leader characteristics
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Inspires. Believes in own vision. Empathetic. Explains how
and why people's efforts contribute to the 'dream'. |
Listens. Helps people identifying their own strengths and
weaknesses. Counselor. Encourages. Delegates. |
Promotes harmony. Friendly. Empathetic. He boosts moral.
Solves conflicts. |
Superb listener. Team worker. Collaborator. Influencer. |
Strong urge to achieve. High own standards. Initiative.
Low on empathy and collaboration. Impatience. Micromanaging. Numbers-driven. |
Commanding. "Do it because I say so". Threatening. Tight
control. Monitoring studiously. Creating dissonance. Contaminates everyone's
mood. Drives away talent. |
How style builds resonance
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He moves people towards shared dreams. |
Connects what a person wants; with the organization's goals. |
Creates harmony by connecting people to each other. |
Appreciates people's input and gets commitment through participation. |
Realizes challenging and exciting goals. |
He decreases fear by giving clear direction in an emergency. |
The impact of the style on the (business) climate
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+ + + |
+ + |
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Often ― ― when
used too exclusively or poorly |
Often ― ― |
When style is appropriate
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When changes require a new vision. Or when a clear direction
is needed. Radical change. |
To help competent, motivated employees to improve performance
by building long-term capabilities. |
To heal rifts in a team. To motivate
during stressful times. Or to strengthen connections. |
To build support or consensus. Or to get valuable input
from employees. |
To get high-quality results from a motivated and competent
team. Sales. |
In a grave crisis. Or with problem employees. To start an
urgent organizational turnaround. Traditional military. |
Book: Daniel Goleman,
Richard Boyatzis, Annie McKee - Primal Leadership -
Recent User Comments
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Vijay - India
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Best style of leadership |
"The democratic or cooperative style is the best style of leadership. It motivates the employee to work properly. By this style, an employee feels that he has some importance in the organisation and he increases his efficiency." |
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Ali Thiab - Jordan
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Leaders & Followers |
"It depends a lot on the followers – I think employees have the biggest influence on deciding what leadership style works for them, and sometimes they will mislead the leader to a very easy style. So the first thing to do, is to figure out the exact STYLE that works for & with them, such if they are not expert yet, then Democratic will not work. Situational leadership; yes, but your followers will decide it for you more than you do." |
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- UK
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Leadership and change |
"I'm an HR student and writing an essay on the role of leadership theories in a climate that demands high productivity coupled with constant change. Please can someone give me any ideas?" |
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Girish Gopalarao - India
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Situational Leaders |
"As the saying goes by George Bernard Shaw -"The reasonable man adapts himself to the world; the unreasonable persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable." Leaders who are relentless in converting Adversaries into Win's eventually are the successful lot" |
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Bill - USA
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Employee discipline? |
"I will be starting my first real management position soon, one in which I may have to work out negative situations, and possibly disciple and/or dismiss employees. While I agree with the positive emphasis here, I wonder how such employee discipline can be carried out in this context." |
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Best User Comments
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Samantha - Sri Lanka
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Leadership Styles |
"I would like some examples for each style of leadership taking the word." |
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Michael Stone - USA
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Leadership and Humilty |
"Nokia CEO Olli-Pekka Kallasvuo says in the HBR of last January that when he started as CFO in 1990, when Nokia was in financial distress, he had to be humble in front of bankers when he attempted to raise money. Kallasvuo now believes that humility is a vital quality in a leader. 'As of January 2007, Nokia has 100.000 people, and there's really very little I can do alone. But there is much I can do with the team'. It would appear to me that this is typical for a Democratic Leadership style." |
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Jeffrey - USA
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Leadership Style: born or made |
"Are you born with a particular leadership style, or can you learn one?" |
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Paul - USA
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Non Crisis mode |
"The difference between a "you go and do" and a "lets go and do." Never strip the dignity away from team members by demeaning them. Listen, respect, ask and listen again. Mentor, advise and build a working relationship where everyone knows you are not above any task or assignment." |
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