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Em seu livro Primal Leadership (2002, com Richard Boyatzis e Annie McKee), Goleman introduz seis estilos de liderança. Para compreender corretamente os seis estilos de liderança, você deve primeiramente compreender seu conceito humano de uma comunicação/interação do resonance.
Os líderes criam o resonance
Na vista de Goleman, os líderes bons são eficazes porque criam o resonance.
O Resonance vem do resonare Latin da palavra. Outra vez criando o som. Os líderes eficazes attuned aos sentimentos do pessoa e movem-nos em um sentido emocional positivo. Falam authentically sobre seus próprios valores, sentido e prioridades e resonate com as emoções de povos circunvizinhos. Sob a orientação de um líder eficaz, os povos sentem um nível mútuo do conforto. O Resonance vem naturalmente povoar com um grau elevado de inteligência emocional (self-awareness, self-gerência, consciência social e gerência do relacionamento) mas envolve também aspectos intelectuais.
A criação do resonance pode ser feita em seis maneiras, conduzindo a seis Leadership Styles. Tipicamente, os líderes os mais eficazes podem agir de acordo com e podem nivelar skillfully o interruptor entre os vários estilos, dependendo da situação.
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Liderança Visionary
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Estilo de Coaching
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Liderança de Affiliative
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Liderança democrática
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Liderança de Pacesetting
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Liderança comandante
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Características do líder
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Inspira. Acredita em própria visão. Empathetic. Explica como e porque os esforços do pessoa contribuem ao “sonho”. |
Escuta. As ajudas povoam identificar suas próprias forças e fraquezas. Counselor. Incentiva. Delegados. |
Promove a harmonia. Amigável. Empathetic. Impulsiona a moral. Resolve conflitos. |
Ouvinte Superb. Trabalhador da equipe. Colaborador. Influencer. |
Impuso forte conseguir. Elevado possua padrões. Iniciativa. Ponto baixo em empathy e na colaboração. Impatience. Micromanaging. Número-dirigido. |
Comandar. “Faça-o porque eu digo assim”. Ameaçar. Controle apertado. Monitoração estudiosamente. Criando o dissonance. Contamina todos modo. Talent ausente das movimentações. |
Como o estilo constrói o resonance
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Move povos para sonhos compartilhados. |
Conecta o que uma pessoa quer; com os objetivos da organização. |
Cria a harmonia conectando povos a se. |
Aprecia a entrada do pessoa e começa a dedicação com a participação. |
Realiza objetivos challenging e emocionantes. |
Diminui o medo dando o sentido desobstruído em uma emergência. |
O impacto do estilo no clima (do negócio)
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Frequentemente -- quando usado demasiado exclusivamente ou mal |
Frequentemente -- |
Quando o estilo for apropriado
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Quando as mudanças requererem uma visão nova. Ou quando um sentido desobstruído for needed. Mudança radical. |
Para ajudar aos empregados competentes, motivated para melhorar o performance por potencialidades a longo prazo construindo. |
Para heal rifts em uma equipe. Para motivate durante épocas stressful. Ou para strengthen conexões. |
Para construir a sustentação ou o consenso. Ou para começar valioso input dos empregados. |
Para começar os resultados de alta qualidade de uma equipe motivated e competente. Vendas. |
Em uma crise grave. Ou com empregados de problema. Para começar uma rotação organizational urgente. Forças armadas tradicionais. |
Livro: Daniel Goleman, Richard Boyatzis, Annie McKee - Primal Leadership
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Compare com Leadership Styles de Goleman: Emotional Intelligence | Leadership Continuum | Encanamento da Liderança | Modelo de Hagberg de Power pessoal | Level 5 Leadership | Charismatic Leadership | EPIC ADVISERS | Empregado-Liderança | Path-Goal Theory | Theory X Theory Y | Managerial Grid | ContingencyTheory | Competing Values Framework | Expectancy Theory | Result Oriented Management | Bases of Social Power | Seven Surprises | Seven Habits | Coaching | Mentoring | Results-based Leadership | Situational Leadership | Metaplan | Ashridge Mission Model
Retorne a o centro de a gerência: Mudança e Organização | Comunicações e Habilidades | Recursos Humanos | Liderança | Gerenciamento de Projetos e Programas
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