Estilos de Dirección | Estilos de Liderazgo
(Goleman)

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Resumen, foro, mejores prácticas, consejos de expertos y fuentes de información.


Resumen

En su libro Primal Leadership (2002, con Richard Boyatzis y Annie McKee), Goleman introduce los seis estilos de liderazgo. Para entender correctamente estos seis estilos de liderazgo, usted debe entender primero su concepto de comunicación /interacción humana de la resonancia.


Los líderes crean resonancia

Según la opinión de Goleman, los buenos líderes son eficaces porque crean resonancia.


La resonancia viene de la palabra latina resonare. Otra vez, crear el sonido. Los líderes efectivos estan sintonizados con las sensaciones de la gente y las mueven en una dirección emocional positiva. Hablan auténticamente sobre sus propios valores, dirección y prioridades y resuenan con las emociones de la gente circundante. Bajo la dirección de un líder eficaz, la gente siente un nivel mutuo de comodidad. La resonancia viene naturalmente a la gente con un alto grado de Inteligencia Emocional (auto conciencia, administración de conciencia y relaciones sociales) pero implica también aspectos intelectuales.


La creación de la resonancia se puede hacer de seis maneras, conduciendo a seis Estilos de Dirección. Típicamente, los líderes más eficaces pueden actuar de acuerdo a la necesidad y pueden talentosamente girar el interruptor entre varios estilos, dependiendo de la situación.


 

Liderazgo visionario

Estilo de Entrenamiento

Liderazgo Afiliativo

Liderazgo democrático

liderazgo de Marca pasos

Liderazgo de Comandante

Características del líder

Inspira. Cree en su propia visión. Empatético. Explica cómo y porqué los esfuerzos de la gente contribuyen al “sueño”. Escucha. Ayuda a la gente a identificar sus propias fuerzas y debilidades. Consejero. Anima. Delega. Promueve armonía. Amistoso. Empatético. Él alza moraleja. Soluciona conflictos. Oyente magnífico. Trabajador de equipo. Colaborador. Influenciador. Impulso fuerte de lograr. Altos estándares propios. Iniciativa. Punto bajo en empatía y de colaboración. Impaciencia. Microadministrando. Conducido por números. El ordena. “Háganlo porque lo digo yo”. menaza. Control apretado. Supervisión meticulosa. Crea disonancia. Contamina el humor de todos. Hecha a perder el talento.

Cómo el estilo construye resonancia

Él mueve a la gente hacia sueños compartidos. Conecta lo que desea una persona; con las metas de la organización. Crea armonía conectando a la gente, el uno con el otro. Aprecia los aportes.de la gente y consigue el compromiso con la participación. Da cuenta de metas desafiadoras y emocionantes. Él disminuye el miedo dando una dirección clara en una emergencia.

El impacto del estilo en el clima (del negocio)

+ + + + + + + A menudo - - cuando es utilizado demasiado exclusivamente o pobremente A menudo - -

Cuando el estilo es apropiado

Cuando los cambios requieren una nueva visión. O cuando una clara dirección es necesaria. Cambio radical. Para ayudar a los empleados competentes y motivados a mejorar su desempeño a través de capacidades constructivas de largo plazo. Para curar grietas en un equipo. Para motivar durante épocas agotadoras. O para consolidar conexiones. Para construir el soporte o el consenso. O para conseguir información valiosa de los empleados. Para conseguir resultados de alta calidad de un equipo motivado y competente. Ventas. En una crisis grave. O con empleados problemáticos. Para comenzar una urgente reorganización.. Militares tradicionales.

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


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Compare con el Estilos de Dirección de Goleman:  Inteligencia Emocional  |  Modelo del Liderazgo Continuo  |  Línea del Liderazgo  |  Modelo Hagberg de Poder Personal  |  Liderazgo Nivel 5  |  Liderazgo Carismático  |  ASESORES ÉPICOS  |  Liderazgo Servidor  |  Teoría de la Trayectoria-Meta  |  Teoría X Teoría Y  |  Gradilla de Gestión  |  Teoría de la Contingencia  |  Modelo de Valores Complementarios  |  Teoría de las Expectativas  |  Gerencia Orientada por Resultados  |  Bases del Poder Social  |  Siete Sorpresas para los Presidentes de Directorio Nuevos  |  Siete Hábitos  |  Entrenamiento  |  Patrocinio  |  Liderazgo Basado en Resultados  |  Liderazgo Situacional  |  Metodologia Metaplan  |  Modelo Ashridge de la Misión Empresarial


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