Leadership Styles
(Goleman)

Centro de Conhecimento



Resumo, fórum, melhores práticas, dicas de especialistas e fontes de informação.


Resumo

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.


 

Liderança Visionary

Estilo de Coaching

Liderança de Affiliative

Liderança democrática

Liderança de Pacesetting

Liderança comandante

Características do líder

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

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)

+ + + + + + + Frequentemente  --  quando usado demasiado exclusivamente ou mal Frequentemente  --

Quando o estilo for apropriado

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


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