|
In order to be able to properly
understand the six leadership styles Goleman introduces in his
book Primal Leadership (2002, with Richard Boyatzis and Annie
McKee), it is useful you first understand his human communication /
interaction concept of
resonance.
In the view of Goleman, good leaders
are effective because they create resonance.
Resonance comes from the Latin word
resonare, to resound. Effective leaders are
attuned to other people's feelings and move them in a
positive emotional direction. They speak authentically
about their own values, direction and priorities and
resonate with the emotions of surrounding people. Under the guidance of
an effective leader, people feel a mutual comfort level.
Resonance comes naturally to people with a high degree of
emotional
intelligence (self-awareness, self-management, social awareness and
relationship management) but involves also intellectual aspects.
Creation of resonance can be done
in six ways, leading to Six Leadership Styles. Typically,
the most effective leaders can act according to and skillfully switch
between the various styles depending on the situation.
| |
Visionary
|
Coaching
|
Affiliative
|
Democratic
|
Pacesetting
|
Commanding
|
| Leader characteristics |
Inspires, believes in own vision, empathetic,
explains how and why people's efforts contribute to the 'dream' |
Listens, helps people identifying their own
strengths and weaknesses, counselor, encourages, delegates |
Promotes harmony, nice, empathetic, boosts
moral, solves conflicts |
Superb listener, team worker, collaborator,
influencer |
Strong drive to achieve, high own standards,
initiative, low on empathy and collaboration, impatient,
micromanaging, numbers-driven |
Commanding, "do it because I say so", threatening,
tight control, monitoring studiously, creating dissonance,
contaminates everyone's mood, drives away talent |
| How style builds resonance |
Move people towards shared dreams |
Connects what a person wants with the
organization's goals |
Creates harmony by connecting people to each other |
Values people's input and gets commitment through
participation |
Meets challenging and exciting goals |
Soothes fear by giving clear direction in an
emergency |
| Impact style on (business) climate |
+ + + |
+ + |
+ |
+ |
Often ― ― when used too
exclusively or poorly |
Often ― ― |
| When style is appropriate |
When changes require a new vision, or when a clear
direction is needed, radical change |
To help competent, motivated employees improve
performance by building long-term capabilities |
To heal rifts in a team, motivate during stressful
times, or strengthen connections |
To build buy-in or consensus, or to get valuable
input from employees |
To get high-quality results from a motivated and
competent team. Sales. |
In a crisis, to kick-start an urgent
turnaround, or with problem employees. Traditional military. |
Book: Daniel Goleman, Richard Boyatzis, Annie McKee - Primal Leadership - 
Compare with Goleman's Leadership Styles:
Emotional
Intelligence |
Leadership
Continuum |
Path-Goal Theory | Theory X Theory Y
| Contingency Theory
|
Competing Values Framework
| Expectancy Theory
| Result
Oriented Management |
Bases of Social Power |
Seven Surprises
|
Seven Habits |
Results-Based
Leadership
More management models
|
Summaries of 2,000 management methods