Styles de Leadership
(Goleman)

Centre de Connaissances






Créer de la résonance en tant que Visionnaire, coaching, affiliation, Démocratique, régler l'allure ou leader commandant. Explication des Styles de Leadership de Daniel Goleman.


Dans son livre Primal Leadership (2002, avec Richard Boyatzis et Annie McKee), Goleman introduit six styles de leadership. Pour comprendre correctement les six styles de leadership, vous devriez d'abord comprendre son concept humain de communication/interaction de la résonance.


Les Leaders créent de la résonance

Selon l'opinion de Goleman, les bons Leaders sont efficaces parce qu'ils créent de la résonance.


La résonance vient du mot Latin resonare. Renvoyer le son en augmentant son intensité. Les Leaders efficaces sont à l'écoute des sentiments des autres et les enmènent dans un sens émotif positif. Ils parlent authentiquement au sujet de leurs propres valeurs, sens et priorités et résonnent avec les émotions du personnes de leur entourage. Sous les conseils d'un Leader efficace, les personnes ont la sensation d'un niveau mutuel de confort. La résonance vient naturellement aux gens avec un degré élevé de intelligence émotive (conscience de soi, gestion de soi, conscience sociale et gestion de la relation) mais implique également des aspects intellectuels.


La création de la résonance peut être faite de six manières, menant à six Styles de Leadership. Typiquement, les Leaders les plus efficaces peuvent agir selon et ils peuvent égaliser habilement le contact entre les divers styles, selon la situation.


 

Leadership Visionnaire

Style Coaching

Leadership Social

Leadership Consensuel

Leadership Elitiste

Leadership Autocratique

Caractéristiques du Leader

Inspire. Convictions dans sa propre vision. Compréhensif. Explique comment et pourquoi les efforts des personnes participent au « rêve ». Écoute. Les aides peuplent identifier leurs propres points forts et faiblesses. Conseiller. Il encourage. Délégués. Favorise l'harmonie. Amical. Compréhensif. Il stimule le moral. Résout les conflits. Auditeur superbe. Travailleur en équipe. Collaborateur. Personne d'influence. Forte demande à réaliser. Possède des normes élevées. Initiative. Niveau faible d'empathie et de collaboration. Impatience. Micro-gestion. Guidé par les chiffres. Commandement. "Faites-la parce que je le dis". Menaçant. Contrôle serré. Contrôler étroitement. Création de dissonance. Contamine l'humeur de chacun. Fait fuir les talents.

Comment le Style établit la résonance

Il emmène les gens vers des rêves partagés. Se connecte avec ce qu'une personne veut ; avec les buts de l'organisation. Crée l'harmonie en connectant les gens entre eux. Apprécie les apports des personnes et obtient l'engagement par la participation. Concrétise des buts et challenges passionnants. Il diminue la crainte en donnant un sens cap clair en cas d'urgence.

Impact du Style sur le climat (des affaires)

+ + + + + + + Souvent   --  une fois utilisé trop exclusivement ou mal Souvent   --

Quand le Style est approprié

Quand les changements requièrent une nouvelle vision. Ou quand une orientation claire est nécessaire. Changement radical. Pour aider les employés compétents et motivés à améliorer leur performance en construisant des aptitudes à long terme. Pour guérir les fissures dans une équipe. Pour motiver pendant les périodes stressantes. Ou pour renforcer les liens. Pour établir l'appui ou le consensus. Ou pour obtenir des apports de valeur de la part des employés. Pour obtenir des résultats de haute qualité d'une équipe motivée et compétente. Ventes. Dans une crise grave. Ou avec des employés à problèmes. Pour commencer une rotation organisationnelle urgente. Militaires traditionnels.

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


Groupe d'Intérêt Spécial - Styles de Leadership


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Forum - Styles de Leadership  

Discussions sur le sujet: Styles de Leadership.


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Expert Tips (ENG) - Leadership Styles

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Ressources - Styles de Leadership

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Comparez les Styles de Leadership de Goleman avec :   Intelligence Émotionnelle   |  Continuum du Leadership  |  Réservoir de Leadership  |  Modèle de Hagberg de Pouvoir Personnel  |  Leadership de Niveau 5  |  Leadership Charismatique  |  Conseilleurs Epiques (EPIC ADVISERS)   |  Leadership-Serviteur  |  Théorie de Chemin-But  |  Théorie Y Théorie X  |  Grille Managériale  |  Théorie de la Contingence  |  Cadre des Valeurs en Concurrence  |  Théorie des Attentes  |  Gestion Orientée Résultats  |  Bases Sociales de la Puissance  |  Sept Surprises pour les Nouveaux Présidents  |  Sept Bonnes Habitudes  |  Coaching  |  Mentoring  |  Leadership Basée sur Résultats  |  Leadership Situationnel   |  Métaplan  |  Modèle de Mission d'Ashridge


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