Post on 02-Jun-2018
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LEADERSHIPTHAT GETSRESULTS
by Daniel Goleman
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What Should Leaders Do?Leader’s singular job is to get
results.But How??
No quantitative researchdemonstrated which leadership
behavior yields positive results.
Leadership experts provide advice based on experience, inference and
instinct.
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A New Research on How
Leaders get Results New research by consulting firm Hay/McBer
The research found 6 distinct leadership styles.
These styles have a direct impact on the workingatmosphere and financial performance of a company
Leaders with the best results do not rely on only one
leadership style and use most of them based on the businesssituation.
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Leadership Styles
• demand immediate compliance.Coercive leaders
• mobilize people toward a visionAuthoritative leaders
• create emotional bonds and harmony.Affiliative leaders
• build consensus through participation.Democratic leaders
• expect excellence and self-direction.Pacesetting leaders
• develop people for the futureCoaching leaders
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Implications of the Research1. Understanding of how different leadership styles
affect performance and results.
2. Provide clear guidance on when managersshould switch between them.
3. Each leadership style springs from differentcomponents of emotional intelligence.
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Measuring Leadership ImpactLeadership and Emotional
Intelligence
• McClelland found that leaderswith emotional intelligencecompetencies were better than
peers without these strengths.
• Divisions of leaders with thiscompetency outperformedrevenue targets by 15-20%.
• Executives lacking emotionalintelligence were rarely rated asoutstanding and divisionsunderperformed by about 20%
Effect of Leadership onOrganization’s Climate
• The six leadership styles havea different effect onorganization’s climate that isdefined in terms of:
• Flexibility• Sense of Responsibility• Standards• Rewards• Clarity• Commitment
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Coercive Leadership Style“Do what I Tell You.”
Underlying EmotionalIntelligence Competencies are• Drive to Achieve• Initiative•
Self-control
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Impact of Coercive Style on
Climate
Flexibility
kills new ideason the vine
People feeldisrespected
Responsibility
Sense ofresponsibility
evaporates
Unable to acton their own
initiatives
Lose their selfownership
Reward
Erodes the
satisfaction ofwork welldone
Underminesmotivation ofthe employees
Clarity
Diminishedclarity related
to Job
Commitment
Alienationfrom the job
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Coercive Style Works Best
During a turn around
When a hostile takeover is looming
In a genuine emergency
With problem employees
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Authoritative Style
“Come With Me.”
Underlying EmotionalIntelligence Competencies are• Self-confidence• Empathy• Change catalyst
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Impact of Authoritative Style
on Climate
Flexibility
states the ends
but gives people plentyof leeway todevise theirown means
Freedom toinnovate,
experimentand take
calculatedrisks
Standard
By framing
individualtasks within agrand vision
theauthoritative
leader definesstandards
performancefeedback
Reward
Based on the
feedback, therewards getsclear to all
Clarity
Authoritativeleader is avisionary
Motivates people how
their workfits to the
organizationsvision
Commitment
Maximizescommitment
to theorganization's
goal andstrategy
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Authoritative Style Works
Best
In almost any businesssituation
MosteffectiveWhen a
business isadrift
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Authoritative Style May not
WorkA leader is working with ateam of experts or peers who
are more experienced than heis
The leader trying to beauthoritative becomesoverbearing
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Affiliative Style“People Come First.”
Underlying EmotionalIntelligence Competencies are• Communication• Empathy• Building Relationships
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Impact of Affiliative Style on
Climate
Flexibility
AllowInnovation
and risktaking
Freedom to dothe job in themost effective
way
Reward
Offers ample positivefeedback
Commitment
Build a sense of belonging
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Affiliative Style Works Best
When trying to build team harmony
Increase morale
Improve communication
Repair broken trust
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Drawbacks of Affiliative Style
Cannot be usedalone
Exclusive focuson praise can
make poorperformance gouncorrected
Rarely offersconstructive
advice on how toimprove
Has to be used
in conjunctionwith theauthoritative
style
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Democratic Style
“What do You Think.”
Underlying EmotionalIntelligence Competencies are• Communication• Collaboration• Team Leadership
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Impact of Democratic Style onClimate
Increased flexibility andresponsibility because the
workers have a say in decisionsthat effect their goals
Increased commitment andtrust,
People are realistic about whatcan and cannot be
accomplished
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Democratic Style Works Best
To build buy-
in orconsensus , orto get input
from valuable
employees
When a
leader isuncertainabout the
best direction
to take
To generatefresh ideas toexecute a
strong vision
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Democratic Style May not
WorkEmployees are not competent orwell-informed to offer sound advice
Building consensus wrongheadedin times of crisis
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Pacesetting Style“Do as I do, Now.”
Underlying EmotionalIntelligence Competencies are• Conscientiousness• Initiative• Drive to achieve
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Impact of Pacesetting Style
on Climate
Flexibility
• Flexibility and Responsibilityevaporates
• work becomes boring
Reward
• Gives no feedback • jumps in when they are
lagging
Clarity
• Guidelines for are notclearly stated
Commitment
• Decreasedcommitment
• Employees loose track
of how theirindividual efforts fit inthe big picture
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Pacesetting Style Works Best
When employees areself-motivated
When Employees arehighly competent
Whenemployeesneed little
direction orcoordination
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Coaching Style“Try this.”
Underlying EmotionalIntelligence Competencies are• Developing others• Empathy• Self-awarness
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Coaching styleLeaders help their employees identify their strengthsand weaknesses
Encourage employees for long-term Developmentalgoals.
Make agreements with their employees about theirresponsibilities and give them instructions andfeedback
Excel at delegating and accepts short term failure forlong-term achievement of goals
Impact on Climate and performance are marked positively
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Coaching Style Works Best
people onthe receivingend are “up
for it”
learning newabilities helpthem
advance
WhenEmployeeswant to becoached
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Coaching Style May not Work
When employeesare resistant tolearn or change
If the leader lacksthe expertise to helpthe employees along
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ConclusionFour or morestyles:
• Authoritative• Democratic• Affiliative• Coaching
OrganizationalClimate
BusinessPerformance
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Conclusion
Most effectiveleaders switch
flexibly among theleadership styles as
needed.
Enhancingemotional
intelligence ishighly possiblewith practice.
Leadership willnever be an exact
science, butneither should it bea mystery to those
who practice it.
Leaders can get aclearer picture ofwhat it takes to
lead effectivelyand they can seehow they can
make it happen.
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Recommendations
Few Leaders have the knowledge of the six styles andeven fewer know how to use them. The antidote for thisis pretty simple:
• Leader can build a team with people who have styles the leaderlacks
• An alternative is to expand their own styles
For the alternative approach, the leaders mustunderstand the emotional intelligence competencies thatunderlie the leadership styles they are lacking and workon them diligently.