Leadership Styles

What’s
your
leadership
Style?
What’s your
leadership
Style?
 What are we
going to look
at today?

Leadership Evaluating
The I in
leader – Self
your style
Styles awareness

Leadership
Styles
Leadership Knowing The I in
Styles Oneself Leader
 I Attitudes
Take a moment to and think about and make a list of your attitudes to
various work situations:
• Giving a presentation
• Attending a meeting
• Writing a report
• Your annual performance review
• The difficult colleague you have to work with
• Other team members
 Interferences
• How many of these “attitudes” have been negative?

• How many of these “attitudes” have been positive?

• How would your performance improve if your

attitudes, beliefs and habits were all positive?
 In groups read the statement below. What do
you think it means?

Have you got examples when you have acted as

a facilitator or collaborative leader?

Think Piece
FEEDBACK

What does Emotional Intelligence mean to you?

 Think Piece

The leaders of the future will need to be

facilitators, leaders who enable others to
develop their own leadership and potential.
They will also be collaborative leaders, highly
skilled in developing and sustaining mutually
beneficial partnerships and able to influence
and lead teams. These both require a new set
of skills and attitudes for leadership –
emotionally intelligent skills and attitudes.
 • Do you help others to develop
Facilitators their own leadership and
potential?

• When leading teams are you

Collaborative able to lead teams to
Think Piece leadres encourage others to work to
agreed end?

• Are you able ot understand

Emotionally your beliefs, values, attitudes,
intelligent competencies (E.g to
empathise)?
 In light of our
discussions and
reflections on EI
Group
Two lists what are the key
discussion
features that you

The Good,
think will help some
be a great leader?

the Bad and

the Ugly Good leader Bad leader
 The Six Leadership Styles
• Daniel Goleman’s research found that leaders use six styles. Each
springs from different components of emotional intelligence.
• “Typically, the best, most effective leaders act according to one or
more of six distinct approaches to leadership and skilfully switch
between the various styles depending on the situation.

- The New Leaders. Daniel Goleman

 Commanding

Visionary

Leadership Affiliative
Styles
Daniel Democratic

Goleman Pacesetting

Coaching
 Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilizes Creates Forges Sets high Develops
modus immediate people harmony and consensus standards for people for the
operandi compliance toward a builds through performance future
vision emotional participation
bonds
The style in a “Do what I “Come with “People come “What do you “Do as I do, “Try this.”
phrase tell you.” me.” first.” think?” now.”
 Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilizes Creates Forges Sets high Develops
modus immediate people harmony and consensus standards for people for the
operandi compliance toward a builds through performance future
vision emotional participation
bonds
The style in a “Do what I “Come with “People come “What do you “Do as I do, “Try this.”
phrase tell you.” me.” first.” think?” now.”

Underlying Drive to Self- Empathy, Collaboration, Conscientious Developing

emotional achieve, confidence, building team -ness, drive to others,
intelligence initiative, self- empathy, relationships, leadership, achieve, empathy, self-
competencies control change communicati communicati initiative awareness
catalyst on on
 Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilizes Creates Forges Sets high Develops
modus immediate people toward harmony and consensus standards for people for the
operandi compliance a vision builds through performance future
emotional participation
bonds

The style in a “Do what I tell “Come with “People come “What do you “Do as I do, “Try this.”
phrase you.” me.” first.” think?” now.”

Underlying Drive to Self-confidence, Empathy, Collaboration, Conscientious- Developing

emotional achieve, empathy, building team ness, drive to others,
intelligence initiative, self- change catalyst relationships, leadership, achieve, empathy, self-
competencies control communication communication initiative awareness

When the style In a crisis, to When changes To heal rifts in a To build buy-in To get quick To help an
works best kick start a require a new team or to or consensus, results form a employee
turnaround, or vision, or when motivate or to get input highly improve
with problem a clear direction people during from valuable motivated and performance or
employees is needed stressful employees competent develop long-
circumstances team term strengths
 Commanding
The leader’s Demands
modus immediate
Overall impact on climate operandi compliance

Positive or negative?
The style in a “Do what I tell
phrase you.”

Underlying Drive to
emotional achieve,
intelligence initiative, self-
competencies control

When the style In a crisis, to

works best kick start a
turnaround, or
with problem
employees
 Visionary
The leader’s Mobilizes
modus people toward
Overall impact on climate operandi a vision

Positive or negative?
The style in a “Come with
phrase me.”

Underlying Self-confidence,
emotional empathy,
intelligence change catalyst
competencies

When the style When changes

works best require a new
vision, or when
a clear direction
is needed
 Affiliative
The leader’s Creates
modus harmony and
Overall impact on climate operandi builds
emotional
Positive or negative? bonds

The style in a “People come

phrase first.”

Underlying Empathy,
emotional building
intelligence relationships,
competencies communication

When the style To heal rifts in a

works best team or to
motivate
people during
stressful
circumstances
 Democratic Pacesetting Coaching
The leader’s Forges Sets high Develops
modus consensus standards for people for the
operandi through performance future
participation

The style in a “What do you “Do as I do, “Try this.”

phrase think?” now.”

Underlying Collaboration, Conscientious- Developing

emotional team ness, drive to others,
intelligence leadership, achieve, empathy, self-
competencies communication initiative awareness
When the style To build buy-in To get quick To help an
works best or consensus, results form a employee
or to get input highly improve
from valuable motivated and performance or
employees competent develop long-
team term strengths
Leadership Styles
• Which leadership style do you use most often?

• Now find and sit with those who share your leadership style

• Read about the positives and negatives of your primary style

• Share examples of when you have used this style positively or

negatively