Leiderschapsstijlen
(Goleman)

Kenniscentrum

Het creëren van resonantie als Visionaire, Coachende, Affiliërende, Democratische, Versnellende, of Bevelende Leider. Verklaring van de Leadership Styles (Leiderschapsstijlen) van Daniel Goleman.

Alles over Leiderschapsstijlen

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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 creëren resonantie

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

Resonantie komt van het Latijnse woord resonare. Het opnieuw creëren 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	Affiliërend 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. Beïnvloeder.	Sterke drang om dingen te bereiken. Hoge eigen normen. Initiatief. Laag op empathie en samenwerking. Ongeduldig. Micro managend. Cijfermatig.	Beveelt. „Doe het omdat ik het zeg“. Dreigt. Strakke controle. Zorgvuldig controle. Creëert 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.	Creëert 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 -

Special Interest Group - Leiderschapsstijlen

Special Interest Group (123 leden)

Forum - Leiderschapsstijlen

Discussies over Leiderschapsstijlen.

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	What is the Preferred Leadership Style in Various Countries? Greetings. Could anyone let me know what is the best leadership? Which kinds of leaderships are appr (...)

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Best Practices - Leiderschapsstijlen

Hier vindt u de meest waardevolle discussies uit het verleden.

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