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Six Leadership Styles at A Glance

The document summarizes Daniel Goleman's research on six leadership styles based on emotional intelligence competencies. The six styles are commanding, visionary, affiliative, democratic, pacesetting, and coaching. Each style springs from different emotional intelligence abilities and works best in certain situations. The styles also have different impacts on organizational climate and performance, with visionary and democratic styles having the most positive effects while commanding and pacesetting tend to be more negative.

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149 views1 page

Six Leadership Styles at A Glance

The document summarizes Daniel Goleman's research on six leadership styles based on emotional intelligence competencies. The six styles are commanding, visionary, affiliative, democratic, pacesetting, and coaching. Each style springs from different emotional intelligence abilities and works best in certain situations. The styles also have different impacts on organizational climate and performance, with visionary and democratic styles having the most positive effects while commanding and pacesetting tend to be more negative.

Uploaded by

bsim vapt
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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The Six Leadership Styles and a Glance

Daniel Goleman’s research found that leaders use six Emotional intelligence refers to the capacity for
styles. Each springs from different components of recognizing our own feelings and those of others, for
emotional intelligence. Below is a summary of the styles, motivating ourselves, and for managing emotions in
their origin, when they work best and their impact on the ourselves and our relationships.
organization’s climate and its performance. - Daniel Goleman, Working with Emotional Intelligence

Commanding Visionary Affiliative Democratic Pacesetting Coaching


Creates
Forges
Demands Mobilizes harmony and Sets high Develops
The leader’s consensus
immediate people toward a builds standards for people for the
motus operandi through
compliance vision emotional performance future
participation
bonds
The style in a “Do what I tell “Come with “People come “What do you
“Do as I do, now.” “Try this.”
phrase you.” me.” first.” think?”
Underlying Empathy Collaboration, Developing
Drive to achieve, Self-confidence, Conscientiousness,
emotional building, team others,
initiate, self- empathy, drive to achieve,
intelligence relationships, leadership, empathy, self-
control change catalyst initiative
competencies communication communication awareness
To heal rifts in To help an
In a crisis, to kick When changes To build buy-in To get quick
a team or employee
start a require a new or consensus, or results from a
When the style motivate improve
turnaround, or vision, or when to get input highly motivated
works best people during performance or
with problem a clear direction from valuable and competent
stressful develop long-
employees is needed employees team
circumstances term strengths
Overall impact Most strongly
Negative Positive Positive Negative Negative
on climate positive

Goleman, David, “Leadership that Gets Results” Harvard


Business Review. March-April 2000 p. 82-83.

© TREC–Training Resources for the


Environmental Community 2020

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