Leadership Styles (Стили лидерства)
(Goleman)

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В своей книге Primal Leadership (совместно с Richard Boyatzis и Annie McKee, 2002) Goleman представил 6 стилей лидерства (leadership style). Для того, чтобы правильно понять 6 стилей лидерства (leadership style), вы должны сперва понять концепцию человеческой коммуникации/взаимодействия резонанса Goleman.


Лидеры создают резонанс

С точки зрения Goleman, хорошие лидеры эффективны, потому что они создают резонанс.


Резонанс происходит от латинского слова "resonare". Создающий звук. Эффективные лидеры понимают чувства людей и побуждают их к положительному эмоциональном состоянию. Они говорят искренне о своих собственных ценностях и приоритетах и резонируют с эмоциями окружающих людей. Под руководством эффективного лидера, люди чувствуют себя комфортно. Создание резонанса - естественная способность людей с высоким уровнем эмоционального интеллекта (самосознание, самоуправление, социальная осведомленность и управление взаимоотношениями с клиентами) и включает также интеллектуальные аспекты.


Резонанс можно создать 6 способами, отсюда 6 Leadership Styles (Стилей лидерства). Как правило, самые эффективные лидеры могут действовать согласно обстоятельствам и искусно переходить от одного вида к другому в зависимости от ситуации.


 

Выдающееся лидерство (Visionary leadership)

Коучинг лидерство (Coaching style)

Аффилиативное лидерство (Affiliative leadership)

Демократическое (Democratic leadership)

Лидерство, задающее направление развития (Pacesetting leadership)

Командующее лидерство (Commanding leadership)

Параметры лидера

Воодушевляет. Верит в собственное видение. Эмпатический. Объясняет как и почему усилия людей способствуют реализации «мечты». Слушает. Помогает сотрудникам определять свои собственные преимущества и слабости. Консультант. Поощряет. Уполномачивает. Поощряет согласованность. Дружественный. Эмпатический. Он повышает нравственность. Разрешает конфликты. Отличный  слушатель. . Работает совместно с другими. Влиятельный. Сильная потребность в достижении результатов. Высокие личные стандарты. Инициативный. Низкий уровень эмпатии и сотрудничества. Нетерпение. Мелочный менеджмент. Ориентация на цифры. Командующий. «Делайте так, как я говорю». Угрожающий. Жесткий контроль и Мониторинг. Создает диссонанс . Отпугивает внутренний талант.

Как создается резонанс

Двигает людей к общим мечтам. Соединяет стремления человека с целями организации. Создает согласованность путем налаживания межличностных связей между сотрудниками. Ценит вклад людей и получает приверженность в форме участия. Реализует трудные цели. Он снижает опасение, предоставляя ясное направление в чрезвычайной ситуации.

Влияние на (бизнес) климат

+ + + + + + + Часто ―  ― при слишком неэффективном использовании  Часто ―  ―

Когда уместен

Когда изменения требуют нового видения. Или когда необходимо ясное направление . Радикальное изменение. Для того, чтобы помочь компетентным, мотивированным сотрудникам повысить эффективность, Разрешить разногласия в группе. Мотивировать во время стрессового периода. Или укрепить связи. Обеспечить поддержку или консенсус. Или получить ценный вклад со стороны сотрудников. Получить высококачественные результаты от мотивированной и компетентной группы. Продажи. В серьезном кризисе. Или с проблемными сотрудниками . Провести срочную организационную реформу. Традиционный милитаристский подход.

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


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Сравните с Leadership Styles (Стили лидерства) Goleman:  Emotional Intelligence (Эмоциональный интеллект)  |  Leadership Continuum (Континуум лидерства)  |  Leadership Pipeline (Канал лидерства)  |  Model of Personal Power (Модель личной власти) Hagberg  |  Level 5 Leadership (Лидерство 5 уровня)  |  Charismatic Leadership (Харизматическое лидерство)  |  EPIC ADVISERS (ЭПИЧЕСКИЕ СОВЕТНИКИ)  |  Servant-Leadership (Служащий-лидер)  |  Path-Goal Theory (Теория соответствия целей и средств)  |  Theory X Theory Y (Теория X Теория Y)  |  Managerial Grid (Таблица стилей руководства)  |  Contingency Theory (Теория обстоятельств)  |  Competing Values Framework (Концепция конкурирующих ценностей)  |  Expectancy Theory (Теория ожиданий)  |  Result Oriented Management (Менеджмент, ориентированный на результат)  |  Bases of Social Power (Основания социальной власти)  |  Seven Surprises (7 неожиданностей)  |  Seven Habits (7 привычек)  |  Coaching (Коучинг)  |  Mentoring (Менторинг)  |  Results-Based Leadership (Лидерство, основанное на результатах)  |  Situational Leadership (Ситуативное лидерство)  |  Metaplan (Метаплан)  |  Ashridge Mission Model (Модель миссии Ashridge)


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