Summary of the 6 Goleman leadership styles
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An overview of emotional intelligence and Goleman's 6 leadership styles
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Summary of the 6 Goleman leadership styles
- 1. 6 leadership styles – from ‘The New Leaders’ www.thefortongroup.com info@thefortongroup.com
- 2. Sources • The New Leaders – Little, Brown 2002 – Goleman, Boyatsis & Mckee • Emotional Intelligence – Daniel Goleman • See also ‘Focus’ – Daniel Goleman
- 3. The Goleman Emotional Intelligence Model Awareness Management Self Self Aware SelfManagement Others Social Awareness Relationship Management
- 5. Six leadership styles • Four are naturally ‘assonant’ • Two are by nature ‘dissonant’ – but have their place • • • • Visionary Coaching Affiliative Democratic • Pacesetting • Commanding
- 6. What makes the visionary style assonant? • Resonance: shared dreams • Impact on the culture: strongly positive • When appropriate: times of change or when clear direction is needed
- 7. What makes the Coaching style assonant? • Resonance: connects people’s goals to the organisation’s • Impact on the culture: highly positive • When appropriate: when building people’s capabilities – e.g. to achieve top performance
- 8. What makes the affiliative style resonant? • Resonance: creates harmony by connecting people to each other • Impact on the culture: positive • When appropriate: – Heal rifts in teams – Connect people together – Motivate at times of pressure
- 9. What makes the democratic style resonant? • Resonance: values peoples’ input; commitment through participation • Impact on the culture: positive • When appropriate: – to achieve buy-in/ consensus – to get input from employees
- 10. How does the pace-setting style build resonance? • Resonance: sets challenging and exciting goals – and achieves them • Impact on the culture: positive when wellexecuted and not overused • When appropriate: – when starting up – when stretching a wellmotivated team to get even better results
- 11. How does the commanding style build resonance? • Resonance: soothes fears • Impact on the culture: can calm people in an emergency • When appropriate: – in a crisis – to kick-start a turnaround
- 12. When to use each style? • Scan people and situations • Adjust your style according to the situation • Recruit people with a range of leadership styles • Learn to use more than one style
Notas do Editor
- There are many leadership styles and frameworks: many of them assume a single ‘Leadership Style’. This book holds the following basic premises:There’s no ONE leadership style or way of beingWe all need to flex our styles and understand the impact of each styleIn order to be more flexible, we need to understand and utilise a range of stylesTo achieve this, we need to understand the best times to use particular stylesEmotional Intelligence is an underpinning skill of good leadership behaviour
- Daniel Goleman argues that leaders are made, not born. His model is a developmental one, that is, we start in the top lefthand corner (self awareness) and, once we are aware of how we are feeliing, we can then self-manage. Self-management is essential before we can be successful in our relationships with others.By self-management, we can control our behaviours with others.Once we know ourselves and self-manage our feelings and behaviours we can become better aware of how others are feeling.Once we can empathise with others better, we can build better relationships.
- Describe what we mean by ‘assonant’ and ‘dissonant’ – The styles here are described in the order set out on page 70 of the bookVisionary – this means creating a picture of the future towards which the team can proceedCoaching – this means asking open questions of our people and letting them explore answers for themselves (requires focused listening and the use of open questions)Affiliative – this means building relationshipsDemocratic – this means building buy-in through consensus building, opinion-seeking (stakeholder engagement)Pacesetting – this means motivating by setting challenging goals and timetablesCommanding – giving direction in genuine emergencies
- NB – the clouds are intended to convey ‘dreams’ – the clock hand is pointing in a particular direction
- Notes: this team created their ‘team charter’ based on democracy and consensus – with everyone providing input
- Ask the audience – what can you tell about this situation?body language of the people on the left how engaged are they (defensive body language, tired?)Distance from boss (centre right)What kind of leadership might you employ to motivate these people?