Goleman (1995) Leadership Styles

 

Daniel Goleman's 1995 work on leadership styles is a seminal contribution to the field of organizational behavior and leadership studies. In his research, Goleman identified six primary leadership styles, each with its own advantages and disadvantages. These styles are:

1. Autocratic (Coercive): This style is directive and controlling. The leader makes decisions unilaterally and demands immediate compliance from employees. While effective in crisis situations, it can stifle creativity and create a toxic environment if used too extensively.
2. Authoritative (Visionary): The authoritative leader provides a clear vision and guidance for the team, encouraging a sense of purpose and direction. This style is particularly useful when a new vision or clear direction is needed. It is characterized by enthusiasm and motivation to engage the team.
3. Affiliative: This style focuses on creating harmony within the team and is concerned with emotional needs over work-related outcomes. The affiliative leader values individuals and their emotions more than tasks and goals. This approach is beneficial for team morale but may lack the structure needed for task-oriented objectives.
4. Democratic: Leaders using this style actively involve team members in decision-making. While this approach can produce high quality and broad buy-in, it can also be time-consuming and may lack clarity and structure if not managed carefully.
5. Pacesetting: This style sets high expectations and exemplifies excellence. Pacesetters work alongside their team and lead by example. However, this style can be overwhelming and may lead to burnout if the leader does not temper expectations or provide adequate support.
6. Coaching: The coaching style is focused on long-term professional development of team members. Leaders using this style often provide regular constructive feedback and opportunities for skill development. However, it requires a willing team and may not be suitable for quick decision-making or short-term projects.

Goleman posits that effective leaders are not confined to just one of these styles. Instead, the most successful leaders are those who can adapt and employ different styles in different situations to meet the varying needs of their teams and organizations.
 

Tim HJ Rogers
ICF Trained Coach, BeTheBusiness Mentor, Mediator
MBA Management Consultant + Change Practitioner
Projects, Programmes and PMO, PRINCE2 Agile-Scrum, Lean, Six-Sigma

Tim Rogers has followed the Chartered Management Institute Programme first as a student and later as a tutor/assessor. He has the CMI NVQ4, NVQ5, Certificate and Diploma. He then went on to an MBA (Management Consultancy), and several other post-graduate qualifications in management and leadership. He is a ICF Trained Coach, BeTheBusiness Mentor, Mediation Practitioner. He is also a PRINCE2 Project Manager and APMG Change Practitioner. His clients and projects have ranges from small start-ups to large scale change in the public sector.