The document discusses six leadership styles as defined by Goleman: commanding, visionary, affiliate, democratic, pacesetting, and coaching. Each style is defined by the leader's approach, their underlying emotional intelligence competencies, and when the style works best. The commanding style demands immediate compliance. The visionary style mobilizes people towards a shared vision. The affiliate style prioritizes building relationships and harmony.
The document discusses six leadership styles as defined by Goleman: commanding, visionary, affiliate, democratic, pacesetting, and coaching. Each style is defined by the leader's approach, their underlying emotional intelligence competencies, and when the style works best. The commanding style demands immediate compliance. The visionary style mobilizes people towards a shared vision. The affiliate style prioritizes building relationships and harmony.
The document discusses six leadership styles as defined by Goleman: commanding, visionary, affiliate, democratic, pacesetting, and coaching. Each style is defined by the leader's approach, their underlying emotional intelligence competencies, and when the style works best. The commanding style demands immediate compliance. The visionary style mobilizes people towards a shared vision. The affiliate style prioritizes building relationships and harmony.
Forges Mobilizes Create harmony consensus The leader's Demands immediate people towards and builds through Sets high standards Develops people for modus operandi compliance a vision emotional bonds participation for performance the future The style in a "Come with "What do you phrase "Do as I say." me." People come first." think?" "Do at my pace." "Try this." Underlying emotional Drive to achieve, Self-confidence, Empathy, building Collaboration, Developing others, intelligence initiative, self- empathy, relationships, team leadership, Conscientious, drive empathy, self- competencies control change catalyst communication communication to achieve, initiative awareness When changes To heal rifts in a To build buy-in To help an employee In a crisis, to kick require a new team or to or consensus, or To get quick results improve start a turnaround, vision, or when motivate people to get input from from a highly performances or When the style or with problem a clear direction during stressful valuable motivated and develop long-term works best employees needed circumstances employees competent team strengths
Goleman, David. "Leadership that Gets Results" Harvard Business Review. March-April 200 p. 82-83.