Stili di Leadership
(Goleman)

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Riepilogo

Nel suo libro Primal Leadership (2002, con Richard Boyatzis e Annie McKee), Goleman introduce sei stili di leadership. Per capire correttamente i sei stili di leadership, dovreste in primo luogo capire il suo concetto di risonanza della comunicazione/interazione umana.


Il leader crea la risonanza

Secondo Goleman, i buoni leader sono efficaci perché creano risonanza.


La risonanza viene dalla parola latina risonare. Creare suono. I leader efficaci sono sintonizzati sulle sensazioni delle altre persone e riescono a spostarli in una direzione emotiva positiva. Essi parlano in maniera autentica dei loro propri valori, direzioni e priorità e concordano con le emozioni della gente circostante. Sotto la guida di un leader efficace, la gente sente un reciproco livello di comodità. La risonanza viene naturalmente a persone con un alto grado di intelligenza emotiva (autoconsapevolezza, autogestione, consapevolezza sociale e gestione di relazioni) ma coinvolge anche le funzioni intellettuali.


La creazione della risonanza può essere fatta in sei modi, che conducono a sei Stili di Leadership. Di solito, i leader più efficaci possono abilmente passare da uno stile all'altro e agire secondo la situazione.


 

Leadership Visionaria

Stile del Formatore

Leadership Affiliativo

Leadership Democratico

Leadership del Regolatore del Ritmo

Leadership Comandante

Caratteristiche del leader

Ispira. Crede nella sua vision. Empatetico. Spiega come e perchè gli sforzi della gente contribuiscono al “sogno„. Ascolta. Aiuta le persone ad identificare le loro forze e debolezze. Consigliere. Incoraggia. Delega. Promuove l'armonia. Amichevole. Empatetico. Pompa la morale. Risolve i conflitti. Superbo ascoltatore. Lavoratore di gruppo. Collaboratore. Influenzatore. Fortemente stimolato al successo. Di alti standard. Iniziativa. Livello basso di empatia e collaborazione. Impazienza. Microgestione. Guidato dai numeri. Comandante. “Fallo perché altrimenti dico così„. Minaccia. Controllo soffocante. Verifica e controlla diligentemente. Crea dissonanza. Contamina tutto l'umore. Allontana i talenti.

Come lo stile sviluppa risonanza

Sposta la gente verso i sogni comuni. Collega quello che desidera una persona con gli obiettivi dell'organizzazione. Crea armonia collegando la gente a vicenda. Apprezza gli input delle persone ed ottiene l'impegno attraverso la partecipazione. Realizza obiettivi competitivi ed eccitanti. Fa diminuire il timore dando direzioni chiare in caso di emergenza.

L'effetto dello stile sul clima (del business)

+ + + + + + + Spesso - - quando usato troppo esclusivamente o male Spesso - -

Quando lo stile è adatto

Quando i cambiamenti richiedono una nuova vision. O quando una direzione chiara è necessaria. Cambiamento radicale. Per aiutare gli impiegati competenti e motivati a migliorare le performance costruendo capacità nel lungo termine. Per guarire le spaccature in un team. Per motivare durante i periodi stressanti. O per rinforzare i collegamenti. Per sviluppare supporto o consenso. O per ottenere input di valore dagli impiegati. Per ottenere risultati di alta qualità da un team motivato e competente. Vendite. In una crisi grave. O con impiegati problematici. Per iniziare un cambiamento radicale organizzativo urgente. Tradizionalmente nel militare.

Referenza Bibliografica: Daniel Goleman, Richard Boyatzis, Annie McKee - Primal Leadership


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Paragonare a Stili di Leadership del Goleman:  Intelligenza Emotiva  |  Leadership Continuum  |  Leadership Pipeline  |  Modello del Potere Personale di Hagberg  |  Leadership di Livello 5  |  Leadership Carismatica  |  CONSIGLIERI EPICI  |  Servant-Leadership  |  Teoria Percorso-Obiettivo  |  Teoria X Teoria Y  |  Griglia Manageriale  |  Teoria della Contingenza  |  Struttura dei Valori Competenti  |  Teoria della Aspettativa  |  Gestione Orientata ai Risultati  |  Basi del Potere Sociale  |  Sette Sorprese  |  I Sette Pilastri del Successo  |  Coaching  |  Mentoring  |  Leadership Basata sui Risultati  |  Leadership Situazionale  |  Metaplan  |  Modello della Mission di Ashridge


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