Leadership Styles[领导风格]



2002年,Daniel Goleman在与Richard Boyatzis、Annie McKee共同撰写的畅销书《最根本的领导力》(Primal Leadership)中,提出了六种领导风格。 要准确理解这六种领导风格,需要首先理解Goleman提出的人际沟通/交流的“共鸣”概念。



英文中的共鸣(Resonance)一词来源于拉丁语Resonare 意为“再次产生声音”。 有效领导被调和到其他人的感觉并且移动他们在一个正面情感方向。 他首先调整自己的价值观、做事的优先顺序、判断的标准和工作目标,并切实根据这些因素来领导团队,从而引起团队其他成员的情感共鸣。 在他的领导下,团队成员会感到相互之间非常惬意。 共鸣来源于人天生的Emotional Intelligence[情感智能] (包括自我认知、自已管理、社会认知和关系管理),同时也介入了一定的智力成分。

共鸣的产生可以通过六种方式来实现,这就是六种不同的领导风格。 对于那些高效领导来说,他们能够从容驾驭这六种领导风格,根据不同的形势需要,进行运用、变换。









启发、激励。 满怀信心,整合共同愿景。 移情作用。 让每一位成员知道个人努力对实现组织“梦想”的贡献和作用。 善于聆听。 帮助组织成员辨识其长处和短处。 发挥顾问作用。 对组织成员给与鼓励。 正确授权和分工。 营造组织中和谐、 友好的氛围。 移情作用。 促进道德建设。 解决冲突。 聆听的大师。 团队工作者。 合作者。 施加影响者。 目标实现的强大推动力。 自我的高标准。 很强的主动性。 较低的移情作用与合作精神。 缺乏耐心。 事无巨细都要管理过问。 过分看中数字结果。 发号司令。 “按我说的去做。” 威胁。 严格控制。 严厉监督。 产生不和谐。 组织成员的情绪深受其害。 天才的创造性被驱逐。


推动组织成员朝向共同的“梦想”努力。 将成员个人需要与 组织目标联系起来。 通过成员之间的联系沟通,产生组织和谐。 欣赏组织成员的个人贡献,通过组织成员的积极参与,来实现组织目标。 实现富有挑战性的、激动人心的组织目标。 遇有紧急情况,能够给以明确的方向指引,从而减轻员工的忧虑。


+ + + + + + + 经常  --   当滥用或不当运用的时候 经常  --


当变革需要新的组织愿景时, 或者当组织需要一个清晰明确的前进方向时。 当组织遭遇剧烈变革的时候。 当那些易受激励的员工需要通过帮助建立一种持久的能力、从而不断提高他们的工作表现时。 当组织裂痕需要风何时。 当组织经历紧张困难时期、需要有效激励时。 或者,当组织需要加强沟通联系时。 当组织需要构建共识、或需要支持时。 或者,需要大量的员工参与、贡献时。 当需要有一支能征善战、接受激励的团队高质量地完成任务时。 如销售团队。 当组织遭遇严重危机时。 或者当组织遇到制造麻烦的员工时。 当开始一项急迫的组织行动时。 传统上的军事领导。

参考书: Daniel Goleman, Richard Boyatzis, Annie McKee - Primal Leadership -

领导风格 小组

小组 (50名成员)



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Leadership Styles专家提示(英语)


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比较:  Emotional Intelligence[情感智能]  |  Leadership Continuum[领导连续体]  |  Leadership Pipeline[领导补给线]  |  Hagberg Model of Personal Power[哈格伯格个人力量模型]  |  Level 5 Leadership[第五级领导]  |  Charismatic Leadership[魅力型领导]  |  EPIC ADVISERS[史诗顾问]  |  Servant-Leadership[仆人式领导]  |  Path-Goal Theory[路径-目标理论]  |  Theory X Theory Y[X理论-Y理论]  |  Managerial Grid[管理方格理论]  |  Contingency Theory[权变理论]  |  Competing Values Framework[竞值架构]  |  Expectancy Theory[期望理论]  |  Result Oriented Management[业绩导向管理]  |  Bases of Social Power[社会权力基础]  |  Seven Surprises[七大惊奇]  |  Seven Habits[七个习惯]  |  Coaching[教练]  |  Mentoring[启导]  |  Results-Based Leadership[业绩导向领导]  |  Situational Leadership[情境领导]  |  Metaplan[元规划]  |  Ashridge Mission Model[Ashridge使命模型]

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