Leiderschapsstijlen
(Goleman)

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In zijn boek Primal Leadership (2002, met Richard Boyatzis en Annie McKee), introduceert Goleman zes Leiderschapsstijlen. Om de zes Leiderschapsstijlen behoorlijk te begrijpen, moeten we eerst beginnen met zijn menselijk communicatie/interactieconcept resonantie.


Leiders creŽren resonantie

Volgens Goleman, zijn goede leiders effectief omdat zij resonantie creŽren.


Resonantie komt van het Latijnse woord resonare. Het opnieuw creŽren van geluid. Effectieve leiders zijn afgestemd op het gevoel van andere mensen en zij bewegen hen in een positieve emotionele richting. Zij spreken authentiek over hun eigen waarden, richting en prioriteiten en resoneren met de emoties van de hen omringende mensen. Onder de leiding van een effectieve leider, voelen mensen een wederzijds comfortniveau. Resonantie ontstaat gemakkelijk bij mensen met een hoge graad van emotionele intelligentie (zelfbewustzijn, zelfmanagement, sociaal bewustzijn en relatiemanagement) maar omvat ook intellectuele aspecten.


De verwezenlijking van resonantie kan op zes manieren worden gedaan, leidend tot Zes Leiderschapsstijlen. Typisch, kunnen de meest effectieve leiders handelen naar en kunnen zij zelfs bekwaam omschakelen tussen de diverse stijlen, afhankelijk van de situatie.


Visionair Leiderschap

Coaching Stijl

AffiliŽrend Leiderschap

Democratisch Leiderschap

Versnellend Leiderschap

Bevelend Leiderschap

Kenmerken van een†leider

Inspireert. Gelooft in zijn eigen visie. Empathisch. Verklaart hoe en waarom de inspanningen van mensen bijdragen tot de "droom" . Luistert. Helpt mensen om hun eigen sterke punten en zwakheden te identificeren. Adviseur. Moedigt aan. Delegeert. Bevordert harmonie. Vriendschappelijk. Empathisch. Hij voert de moraal flink op. Lost conflicten op. Buitengewoon goede†luisteraar. Teamwerker. Samenwerker. BeÔnvloeder. Sterke drang om dingen te bereiken. Hoge eigen normen. Initiatief. Laag op empathie en samenwerking. Ongeduldig. Micro managend. Cijfermatig. Beveelt. ĄDoe het omdat ik het zegď. Dreigt. Strakke controle. Zorgvuldig controle. CreŽert dissonantie. Vervuilt de stemming van iedereen. Jaagt talent weg.

Hoe de stijl resonantie bouwt

Hij beweegt mensen naar gedeelde dromen. Verbindt wat een persoon wil met de doelstellingen van de organisatie. CreŽert harmonie door mensen met elkaar te verbinden. Waardeert de input van mensen en krijgt commitment door participatie. Realiseert uitdagende en opwindende doelstellingen. Hij vermindert vrees door in geval van nood duidelijke richting aan te geven.

Het effect van de stijl op het (bedrijfs) klimaat

+ + + + + + + Vaak - - wanneer te exclusief of slecht gebruikt Vaak - -

Wanneer de stijl passend is

Wanneer de veranderingen een nieuwe visie vereisen. Of wanneer een duidelijke richting wordt vereist. Radicale verandering. Om bekwame, gemotiveerde werknemers te helpen om de prestatie te verbeteren door mogelijkheden op lange termijn te bouwen. Om spleten in een team te helen. Om tijdens zware tijden te motiveren. Of om verbindingen te versterken. Om steun of consensus te bouwen. Of om waardevolle input van werknemers te krijgen. Om resultaten van uitstekende kwaliteit van een gemotiveerd en bekwaam team te krijgen. Verkoop. In een ernstige crisis. Of met probleemwerknemers. Om een dringende organisatorische turnaround te beginnen. Van oudsher militair.

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


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Leiderschapsstijlen Special Interest Group.



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Forum  

Forum over Leiderschapsstijlen.


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Effective Leadership: Switching Between Dominance and Prestige
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Best Practices

De best beoordeelde discussieonderwerpen over Leiderschapsstijlen. Hier vindt u de meest waardevolle ideeŽn en praktische suggesties.


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🥈 Shaw about Situational Leaders
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🥉 Leadership and Humilty
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Leadership Style: born or made
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49
 
19 reacties

 
Use Non Crisis mode to Retain Dignity
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38
 
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Utilising and Altering / Varying Leadership Styles
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33
 
28 reacties

 
Adapt the Suitable Leadership Style
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23
 
12 reacties

 
The Best Leadership Style
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Process - Based Leadership Vs. Situational Leadership
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Why is Commanding Leadership Style Still Abundant?
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Leadership Styles and Motivation
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General Allenby (Field Marshal Viscount Allenby)
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Leadership and change
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13
 
3 reacties

 
Reverse Determination of Leadership Style
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12
 
2 reacties

 
Leadership Styles are Labels
I think most of the leadership styles we heard and read about are simply labels made by people, in particular social sci (...)
12
 
4 reacties

 
How to Assess Your Own Leadership Style?
Did Goleman, Boyatzis and McKee provide a test to assess your own leadership styles out of the six mentioned? Are there (...)
11
 
1 reacties

 
Dominant Leadership Styles
We all have some dominant leadership style based upon our particular nature. Someone may be commanding, democratic etc. (...)
10
 
0 reacties

 
Creating Resonance versus Buy-in?
I'm struggling with the following question: is creating resonance the same as creating buy-in? (...)
9
 
6 reacties

 
More Leadership Styles?
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9
 
1 reacties

 
Leadership Skills Development
I am planning a leadership training workshop for a social service organization. The expected participants will be from v (...)
8
 
1 reacties

 
Situational Leadership is Tough
Perhaps the most useful, and hardest to master is the situational leadership style. Different people and problems requi (...)
8
 
3 reacties

 
Situational Leadership Styles
Situational styles are adequate variations of leadership, adjusted to the actual situations and needs. One of my traine (...)
8
 
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Oligarchical Leadership Styles
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8
 
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The Diplomatic Leadership Approach
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7
 
0 reacties

 
Employee discipline?
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Bad Leadership in Organizations
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6 reacties

 
Current Leadership Styles
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Leadership by Setting an Example
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Democratic Leadership
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6
 
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Goleman's Use of the Word 'he'
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6
 
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3 Kinds of Leaders: Builders, Maintainers and Destroyers
There are three kind of 'leaders', namely builders, maintainers and destroyers. - Builders are always with a new visio (...)
6
 
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People Ignore Inefficient & Ineffective Leaders
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6
 
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Leadership by Using Individual Psychology to Develop a Strong Team
Effective leaders understand the psyche of their teams. Those who struggle tend to be technically focused and think they (...)
4
 
2 reacties

 
Resonating Leadership Character and Persona
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4
 
3 reacties

 
It is a Nightmare to Coach Leaders
Learning to shift among different leadership styles is a nightmare for both Leaders and HR Practitioners. - For Leader (...)
4
 
1 reacties

 
Mostly Used Leadership Style in Developed Countries
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3
 
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Leading in and Towards More Ethnic Diverse Schools
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Leadership Styles and Manager / Employee Relationships
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3 reacties

 
Expert Tips

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The Relationship between the Power of Leaders and Overconfidence

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Reasons and Remedies to Dissonance in Leaders

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For Resonance, One Must Differentiate Between Various Discrete Forms of Positive Emotions

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Freud Ďs Personality Types

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Informatiebronnen

Diverse informatiebronnen betreffende Leiderschapsstijlen. Hier vindt u powerpoints, video's, nieuws etc. om te gebruiken in uw eigen lezingen en workshops.



Vergelijk met de Leiderschapsstijlen van Goleman: † Emotionele Intelligentie  |† Leiderschapcontinuum  |† Leiderschapspijplijn  |† Hagberg Model van Persoonlijke Macht  |† Level (Niveau) 5 Leiderschap  |† Charismatisch Leiderschap  |† EPIC ADVISERS  |† Dienend Leiderschap  |† Path-Goal Theorie  |† Theorie X Theorie Y  |† Managementraster  |† Contingentietheorie  |† Concurrerende Waardenraamwerk  |† Verwachtingstheorie  |† Resultaatgericht Management  |† Bases van Sociale Macht  |† Zeven Verrassingen voor CEOs  |† Zeven Eigenschappen  |† Coachen  |† Mentoren |† Op Resultaten Gebaseerd Leiderschap  |† Situationeel Leiderschap  |† Metaplan  |† Ashridge Missiemodel


Keer terug naar Management Discipline: Verandering & Organisatie  |† Communicatie & Vaardigheden  | Human Resources  |† Leiderschap  | Programma- & Projectmanagement


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