Goleman's Six Leadership Styles PDF

Goleman’s Six Leadership Styles Procedure 1. Read the reference material to help you analyze which leadership style you used in the scenarios on the previous pages. Fill out column 3. 2. In small groups, discuss and share your results with one other. 3. Prepare for your group to present some inte...

Goleman’s Six Leadership Styles Procedure 1. Read the reference material to help you analyze which leadership style you used in the scenarios on the previous pages. Fill out column 3. 2. In small groups, discuss and share your results with one other. 3. Prepare for your group to present some interesting points from your discussion to the entire class. Make sure you understand the differences between the 6 leadership styles. Reference Material - Goleman’s Six Leadership Styles Adapted from: https://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/ Introduction Daniel Goleman’s Six Leadership styles refer to the theory he put forth in, "Leadership that Gets Results," published by the Harvard Business Review in 2000. Goleman and his team of researchers studied about 3,000 mid-level managers to see what styles they used effectively in which situations, and six styles emerged. They found that the best leaders were self-aware and had empathy for others. Most interesting is that instead of having one distinct leadership style based on their personalities, Goleman found that the most effective leaders can move among these styles, adopting the one that meets the needs of the moment. They can all become part of the leader’s repertoire. Here are the six leadership styles Goleman uncovered among the managers he studied. 1. Commanding This is the classic model of “military” style leadership – probably the most often used, but the least often effective. This style demands immediate compliance. If this style were summed up in one phrase, it would be “Do what I tell you.” The commanding style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. Because it rarely involves praise and frequently employs criticism, it undercuts morale and job satisfaction. Mr. Goleman argues it is only effective in a crisis or when an urgent turnaround is needed. Even the modern military has come to recognize its limited usefulness. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness. 33 2. Visionary This leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be “Come with me.” This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. Visionary leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. “Visionary leaders articulate where a group is going, but not how it will get there – setting people free to innovate, experiment, take calculated risks,” wrote Mr. Goleman and his coauthors. 3. Affiliative This leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be “People come first.” In using an affiliative style, the leader puts great emphasis on the team members to build their morale and help them feel good about working together as a team. Everyone's contributions are emphasized, and everyone is important to the team. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. Mr. Goleman argues this approach is particularly valuable “when trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organization.” But he warns against using it alone, since its emphasis on group praise can allow poor performance to go uncorrected. “Employees may perceive,” he writes, “that mediocrity is tolerated.” 4. Democratic This leader builds consensus through participation. If this style were summed up in one phrase, it would be “What do you think?” The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he/she is uncertain and needs fresh ideas from qualified teammates. This style draws on people’s knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. Mr. Goleman warns that this consensus-building approach is not a good choice in times of crisis, when urgent events demand quick decisions. 34 5. Pacesetting Leaders who set high standards for themselves and encourage others to meet these standards are setting the pace for high achievement. This leader expects and models excellence and self-direction. If this style were summed up in one phrase, it would be “Do as I do, now.” It works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation. It can harm the organization’s overall climate when everyone feels pushed to do more and at a faster pace. When people can’t keep up the pace, they begin to feel as if they’re failing, regardless of how much they might be achieving. 6. Coaching This leadership style develops people for the future. If this style were summed up in one phrase, it would be “Try this.” The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best, Mr. Goleman writes, “with employees who show initiative and want more professional development.” But it can backfire if it’s perceived as “micro-managing” an employee, and undermines his or her self-confidence. From: secretstotheirsuccess.com 35  The Six Leadership Styles (Daniel Goleman) Descriptors Commanding Visionary Affiliative Democratic Pacesetting Coaching The leader’s Demands Mobilizes people Creates harmony Builds consensus Sets high Develops people modus operandi immediate toward a vision and builds through standards for for the future (how he/she acts) compliance emotional bonds participation performance The style in a “Do what I tell “Come with me” “People come “What do you “Do as I do, now” “Try this” quote you” first” think?” Character traits / Drive to achieve, Self-confidence, Empathy, Collaboration, Conscientiousness, Developing Underlying initiative, self- empathy, building team leadership, drive to achieve, others, empathy, emotional control change catalyst relationships, communication initiative self-awareness intelligence (a person who communication competencies brings about change) When the style In a crisis, to kick When changes To heal rifts in a To build buy-in To get quick To help someone works best start a require a new team or to or consensus, or results from a you are leading to turnaround, or vision, or when a motivate people to get input from highly motivated improve with problem clear direction is during stressful valuable and competent performance or people you are needed circumstances employees team develop long- leading term strengths Overall impact on Negative Most strongly Positive Positive Negative Positive the environment positive Goleman, Daniel, “Leadership that Gets Results”, Harvard Business Review. March-April, 2000, p.82-83 36