Leiderschapsstijlen
(Goleman)

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Samenvatting

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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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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