Führungsstile
(Goleman)

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Zusammenfassung

In seinem Buch Primal Leadership (2002, mit Richard Boyatzis und Annie McKee), stellt Goleman sechs Führungsstile vor. Um die sechs Führungsstile richtig zu verstehen, sollten Sie zuerst sein menschliches Kommunikations-/Interaktionskonzept der Resonanz verstehen.


Leiter schaffen Resonanz

Nach Ansicht Golemans sind gute Leiter effektiv, weil sie Resonanz schaffen.


Resonanz kommt vom lateinischen Wort resonare. Ein Geräusch schaffen. Wirkungsvolle Leiter stellen sich auf die Gefühle von Leuten ein und verschieben sie in eine positive emotionale Richtung. Sie sprechen authentisch über ihre eigenen Werte, Richtung und Prioritäten und schwingen mit den Gefühlen der umgebenden Leute mit. Unter der Leitung eines wirkungsvollen Leiters fühlen Leute ein gegenseitiges Komfortniveau. Resonanz besitzen Leute mit einem hohen Grad an emotionaler Intelligenz (Selbstbewußtsein, Selbstmanagement, Sozialbewußtsein und Verhältnis-Management), bezieht aber auch intellektuelle Aspekte ein.


Kreation der Resonanz kann in sechs Weisen erfolgen und zu sechs Leadership Styles (Führungsstilen) führen. Gewöhnlich können die wirkungsvollsten Leiter entsprechend agieren und sie können zwischen den verschiedenen Stilen in Abhängigkeit von der Situation wechseln.


 

Visionäre Führung

Coaching-Stil

Verbindende Führung

Demokratische Führung

Geschwindigkeitsvorgebende Führung

Dominierende Führung

Eigenschaften der Leiter

Spornt an. Glaubt an eigene Vision. Einfühlsam. Erklärt, wie und warum Bemühungen der Leute zum „Traum“ beitragen. Hört zu. Hilft Leuten, ihre eigenen Stärken und Schwächen zu identifizieren. Ratgeber. Regt an. Delegiert. Fördert Harmonie. Freundlich. Einfühlsam. Er erhöht Moral. Löst Konflikte. Großartiger Zuhörer. Teamarbeiter. Mitarbeiter. Beeinflusser. Starker Drang zu leisten. Hohe eigene Standards. Initiative. Geringes Einfühlungsvermögen und Zusammenarbeit. Ungeduld. Micromanaging. Zahlengetrieben. Befehlend. „Tun Sie es, weil ich es so sage“. Bedrohend. Enge Kontrolle. Überwacht ununterbrochen. Schafft Dissonanz. Verdirbt jedem die Stimmung. Treibt Talente weg.

Wie Resonanz durch Stil hervorgerufen wird

Er treibt Leute in Richtung zu geteilten Träumen. Verbindet, was eine Person will; mit den Zielen der Organisation. Schafft Harmonie, indem er Leute miteinander verbindet. Schätzt den Einsatz der Leute und erhält Engagement durch Teilnahme. Verwirklicht schwierige und aufregende Ziele. Er verringert Furcht, indem er im Notfall eine klare Richtung angibt.

Die Auswirkung des Stils auf das (Geschäfts) Klima

+ + + + + + + Häufig  ―  ―   wenn ausschließlich oder schlecht verwendet Häufig  ―  ―

Wann der Stil angebracht ist

Wenn Änderungen eine neue Vision erfordern. Oder wenn eine klare Richtung erforderlich ist. Radikale Änderung. Um kompetenten, motivierten Angestellten zu helfen, Leistung durch das Schaffen von langfristigen Fähigkeiten zu verbessern. Risse in einem Team beheben. Um in stressigen Zeiten zu motivieren. Oder Verbindungen zu verstärken. Unterstützung oder Übereinstimmung errichten. Oder wertvollen Einsatz von den Angestellten erhalten. Hochwertige Resultate von einem motivierten und kompetenten Team erhalten. Verkauf. In einer ernsten Krise. Oder mit Problemangestellten. Um eine dringende organisatorische Kehrtwende zu beginnen. Traditionell militärisch.

Buch: Daniel Goleman, Richard Boyatzis, Annie McKee - Primal Leadership


Fachgruppe

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Vergleichen Sie mit Goleman's Leadership Styles (Führungsstilen):   Emotionale Intelligenz  |  Führungskontinuum  |  Leadership Nachfolgeplanung  |  Hagberg Modell der persönlichen Macht  |  Level-5-Führung  |  Charismatische Führung  |  EPIC ADVISERS-KonzeptDienende Führung  |  Weg-Ziel Theorie  |  Theorie X Theorie YVerhaltensgitterKontingenztheorie  |  Konkurrierende Werte Rahmenwerk  |  Erwartungstheorie (VIE-Theorie)  |  Resultatsorientiertes Management  |  Sozialen Machtbasen  |  Sieben Überraschungen  |  Sieben Wege zur EffektivitätEntwicklung von Fertigkeiten (Coaching)Mentoring  |  Ergebnisorientierte Führung  |  Situatives Führen  |  Pinnwandmoderation (Metaplan)Ashridge Mission-Modell


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