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Leadership Styles

Summary of Leadership Styles - Goleman. Abstract

Daniel Goleman (2002)

Richard Boyatzis

Annie McKee

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.








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

T I P : Here you can discuss and learn a lot more about Leadership Styles.

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

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