Leadership styles
This is a guest article by David Parnell. David is the founder of
an Executive Search firm representing attorneys. In addition, he is an
astute student of leadership, communication and the key drivers of what
makes people tick. He has written an article, below, that discusses
the six styles of leadership as determined by Daniel Goleman, the author of
Emotional Intelligence: Why It Can Matter More Than IQ
The author Daniel Goleman, the father of emotional intelligence, has long sought to help develop the most effective minds for leading the work place. In conjunction with the consulting firm Hay / McBer, he drew 3871 executives as a random sampling of more than 20,000 executives worldwide to determine what characteristics make an effective leader. The research found six distinct leadership styles each bringing into play different components of emotional intelligence to enact their effectiveness.
1. Coercive leaders. They demand immediate compliance from their employees. This style is actually one of the least effective in most situations as it uses fear as a motivator. Although fear may be effective in the short term it has long-term damaging effects on the employees and their motivation and reward systems.
This style should only be used with extreme caution in a few situations when it is absolutely necessary such as during a turnaround or when a hostile takeover is looming. This is also effective in working with problem employees with whom all else has failed.
2. Authoritative leaders. They mobilize people toward a vision and usually lead by example. This maximizes employees commitment to the organization’s goals and strategies. The standards for success are generally made very clear as are the reward systems. As a result this style works well in most any business situation. This approach may fail however when the leader is working with a team of experts or peers with more experience than themselves.
3. Affiliative leaders. They create emotional bonds and harmony by placing people first and striving to keep employees happy. Generally, by creating a cooperative environment this leader drives up flexibility, increases trust amongst employees and fosters habitual innovation. He offers ample positive feedback and is a master at building a sense of belonging.
Despite the great benefits of this style it should not be used alone. Sometimes it can allow uncorrected poor performance of employees. It is generally most effective when used in close conjunction with the Authoritative style.
4. Democratic leaders. They build consensus through participation with the employees. The Democratic style spends time getting people's ideas and builds trust, respect, and commitment from the employees. This drives up flexibility and responsibility in the employees. One of the downsides can be the endless meetings where ideas are mulled over and consensus remains unattainable.
5. Pacesetting leaders. They expect excellence and self-direction. The leader sets extremely high performance standards and exemplifies those standards themselves. They are quick to pinpoint poor performers and demand more from them. If they don't perform, they are replaced. This approach actually doesn't work very well overall. In fact it destroys work climate. This type of climate generally pushes the employees to hard and as a result they will burn out.
6. Coaching leaders. They develop people for the future. Coaching leaders help employees identify their unique strengths and weaknesses and tie them to their personal and career aspirations. They encourage employees to establish long-term developmental goals and help them to obtain them. Of the six styles this is use least often.
The coaching style has shown to improve results in the workplace. The Coaching style works well in most business situations but only when the employees are interested in receiving it. In environments where the employees are resistant to learning or progressing this will fail.
Of the six styles listed above it makes sense for you to evaluate which style or styles you see your self using most. An ideal leader will have flexibility and be able to move amongst the six styles whenever necessary. True wisdom comes in knowing when, where, and how to use each style and the enlightened leader will seek out and attain that wisdom as quickly as possible.
As in any leadership role, effective communication is your strongest tool and paramount to your success, functionality and well being both personally and professionally. For more information please visit me at www.davidjparnell.com to learn more.Back to Home
