Coercive Visionary Affiliative Democratic Pacesetting Coaching

The leader’s Demands immediate Organise people Create harmony and Forges consensus Set high standards for Develop people for
methods agreement towards a vision builds emotional bonds through participation performance the future
Main style Do what I tell you Come with me People come first What do you think? Do as I do, now Try this
characteristic
Emotional Drive to achieve, initiative, Self-confidence, Empathy, building Collaboration, team Conscientiousness, Developing others,
intelligence self-control empathy, change relationships, leadership, drive to achieve, empathy, self-
catalyst communication communication initiative awareness
When the Crisis, kick start a When change To heal rifts in a team. To get input from To get quick results To help performance
style needed turnaround, or problem requires a new Motivate people during valuable team from a highly improvement.
with employees. Fix issues. vision, or when a stressful circumstances. members, to build buy- motivated and Develop long-term
clear direction is in or consensus. competent team. strengths
needed.
Impact on Negative Most strongly Positive Positive Negative Positive
climate positive

Leadership and change management training Created by: Yassin Hassan 1

 Style Advantage Disadvantage
Coercive • can be a good solution in situations where making quick decisions is • Team feel disrespected or dissatisfied when their
required. opinions or ideas are rarely considered.
• Suitable for the leader to give directions and make the right decisions. • The leader is often seen as bossy or dictator-like.
• Best when the leader is the most knowledgeable. • It undermines people and stifles creativity if adopted
over a long period of time.
Visionary • inspire and motivate people to pursue a long-term vision. • Focussing on the long-term vision may impact the short
• Team members feel empowered and heard. term goals
• The leader welcomes feedback and maintains enthusiasm. • Impact the day-to-day operation of the company.
• Depends on a thoroughly developed sense of emotional intelligence. • Good idea my pushed aside.
Affiliative • Leader focuses on positive feedback. • Avoid conflict and create an attitude of complacency.
• leader is confident, assuring everyone that a setback is something everyone • Struggles with complex problems in the workplace.
encounter. • Sometimes lose sight of the vision.
• The well-being of the team is a top priority. • Avoid scenarios that make them feel uncomfortable.
• Producing consistent results that improve the quality of the work
environment.
Democratic • Team is included in the business. • Endless meetings.
• The leader shares information and values transparency. • Consensus may not be reached.
• Listening to everyone’s opinions. • Doesn’t work when employees are not competent or
• Builds trust, respect, and commitment and drives up flexibility and informed enough.
responsibility. • Put off making crucial decisions and create a confused
and leaderless situation.
Pacesetting • Works with a highly skilled team that requires limited management. • Results in a team that’s demotivated and burned out.
• It is powerful and not sustainable.
Coaching • Produces a positive workplace environment. • It’s time-consuming.
• Team knows what is expected of them. • Doesn’t work if people are resistant to learning or
• It increases the skill set available to the individual. changing their ways.
• Can create competitive advantages. • Doesn’t yield positive results if the leader lacks the
• Turn team’s weaknesses into strengths and offer performance feedback that expertise.
motivates.

Leadership and change management training Created by: Yassin Hassan 2