Six Emotional Leadership Styles
Choosing the Right Style for the Situation
Imagine that you
work with a positive, charismatic leader. She's excited about the future of the
organization, and she shares this excitement with her team. She makes sure that
people understand how their efforts contribute to this future, and this inclusion
sparks loyalty and intense effort in the team. Generally, morale and job
satisfaction are high, because team members feel that they're making a
difference. However, some people in her team don't respond well to this style
of leadership. And when there's a crisis, she struggles to get some of them to
focus on short-term objectives. She could be more effective by varying her
approach to leadership, depending on the situation; and she could do this by
using "six emotional leadership styles," each of which is useful in
different circumstances.
In this article, we'll look at these six emotional leadership
styles. We'll explore each style, and we'll look at the situations where each
is most useful. We'll also explore how you can develop the skills needed to use
each style effectively.
The Six Emotional Leadership Styles
Daniel Goleman,
Richard Boyatzis, and Annie McKee described six distinct emotional leadership
styles in their 2002 book, "Primal Leadership." Each of these styles
has a different effect on people's emotions, and each has strengths and
weaknesses in different situations. Four of these styles (Authoritative,
Coaching, Affiliative, and Democratic) promote harmony and positive outcomes,
while two styles (Coercive and Pacesetting) can create tension, and should only
be used in specific situations. Goleman and his co-authors say that no one
style should be used all of the time. Instead, the six styles should be used
interchangeably, depending on the specific needs of the situation and the
people that you're dealing with.
Note:
You'll be able to choose the best style to use if you know how to
"read" others and the situation you're in. This is where it's useful
to improve your listening skills, learn how to understand body language, and
improve your emotional intelligence.
We'll now examine each style in more detail.
1. The Authoritative (Visionary) Leader
People using the
Authoritative leadership style are inspiring, and they move people toward a
common goal. Authoritative leaders tell their teams where they're all going,
but not how they're going to get there – they leave it up to team members to
find their way to the common goal. Empathy is the most important aspect of
Authoritative leadership.
When to Use It
Authoritative
leadership is most effective when the organization needs a new vision or a
dramatic new direction, such as during a corporate turnaround. However, it's
less likely to
be effective
when you're working with a team more experienced than you are – here,
democratic leadership is more likely to be effective. This leadership style can
also be overbearing if you use it too often.
How to Develop It
To develop an
Authoritative style, focus on increasing your expertise, vision,
self-confidence and empathy. Get excited about change, and let your team see
your enthusiasm. You also need to convince others of your vision, so focus on
improving your presentation skills.
Example
Imagine that, in
order to reach some aggressive sales goals, you've decided to overhaul the way
that your department connects with new clients. The techniques and processes
you've developed are radically different from the ones that your people are
used to. As you tell your team about the new process, you can't help but be
excited. You believe that these changes will make a real difference to your
results, and you want your people to succeed. Your team immediately picks up on
your excitement and sincerity, and they get excited too. They know it's up to
them to use the new system to make things happen, and they're willing to put in
the extra work needed to learn new skills.
2. The Coaching Leader
The Coaching
leadership style connects people's personal goals with the organization's
goals. A leader using this style is empathic and encouraging, and focuses on
developing others for future success. This style centres on having in-depth
conversations with employees that may have little to do with current work,
instead focusing on long-term life goals and how these connect with the
organization's mission. This style has a positive impact on your people,
because it's motivating, and it establishes rapport and trust.
When to Use It
The Coaching
style should be used whenever you have a team member who needs help building
long-term skills, or if you feel that he or she is "adrift" in your
organization and could benefit from a coaching or mentoring relationship.
However, coaching can fail when it's used with an employee who is not making an
effort, or who needs a lot of direction and feedback – here, pacesetting or
Coercive leadership may be more appropriate.
How to Develop It
To develop a
Coaching style, learn how to engage in informal coaching and mentoring. It's
also important to get to know the people on your team. When you know your people,
you're better
able to see when they need guidance or advice. Walk around to keep in touch
with their needs.
Example
Jim, a new hire on your team, is having trouble fitting in to his
new role. He's only been with the organization a month, but you can tell he's
dissatisfied. Your organization requires "face time" at the office,
and Jim misses the freedom of telecommuting, as he did at his old job.
You also get the feeling that he'd like a position with more
responsibility. You meet with Jim, and you help him see that being in the
office five days a week does have distinct advantages
over
telecommuting. For instance, showing up every day allows him to bond with the
team and network with colleagues who could turn into strategic allies in the
future. You also encourage him to use your organization's immense training
library, which he can visit in his lunch break to learn the skills he needs for
a promotion. To inspire and motivate Jim, you assign him projects that will
stretch his skills and knowledge base. Instead of being overwhelmed, he
expresses excitement about the opportunity. After your talk, Jim takes your
advice and starts making the most of his time in the office. He works on his
projects with dedication, impressing both you and your boss.
3. The Affiliative Leader
The Affiliative
leadership style promotes harmony within the team. This style connects people
together, encouraging inclusion and resolving conflict. To use this style, you
must value the emotions of others, and put a high value on their emotional
needs.
When to Use It
Use this style
whenever there is team tension or conflict, when trust has been broken, or if
the team needs to be motivated through a stressful time.
How to Develop It
Leaders who use
the Affiliative style are highly focused on emotion. So, learn how to resolve
conflict and how to be optimistic.
Example
After a
difficult year, Sarah's boss has finally been asked to leave her department.
Although she was proficient at her job, her management style was dictatorial.
It didn't matter what she had to do or whose feelings she hurt – meeting
department goals was her top priority. Sarah's been asked to take over her
position, and, although she's excited about the opportunity, she's now in
charge of a team that is emotionally battered and untrusting.
Sarah decides to
focus on her team's emotional needs before doing any work on department goals
and future projects. Her first few meetings are just spent talking. She allows
everyone to open up about how their old boss made them feel. Every person on
the team is allowed time to vent. The group quickly realizes that although they
went through their own tough times, they all experienced similar things. After
two meetings, the atmosphere in the team is better and more open to new
relationships. Because their emotional needs were met first, the group is now
ready to focus on new projects and goals.
4. The Democratic Leader
The Democratic
leadership style focuses on collaboration. Leaders using this leadership style
actively seek input from their teams, and they rely more on listening than
directing.
When to Use It
This style is
best used when you need to get your team on board with an idea, or build
consensus. It's also effective when you need your team's input. The Democratic
leadership style shouldn't be used with people who are inexperienced, lack
competence, or aren't well
informed about a situation. It's best to ask for input from team
members who are motivated, knowledgeable and capable.
How to Develop It
To develop a Democratic leadership style, involve your team in
problem solving and decision making, and teach them the skills they need to do
this. You should learn active listening and facilitation skills.
Example
Your department
has lost money over the past two quarters, and you're anxious to reverse this –
you know that if you can't figure out how to make your department profitable
soon, something radical (and unpleasant) will have to be done to stem the
losses. You call a meeting with your team and explain the situation. You ask
them if they have any ideas that could turn the department around. Then, you
give them the floor: For the rest of the meeting, all you do is listen. Your
team members talk through their options, and you reach a consensus on what to
do next.
5. The Pacesetting Leader
The Pacesetting
leadership style focuses on performance and meeting goals. Leaders using this
leadership style expect excellence from their teams, and often the leader will
jump in him or herself to make sure that goals are met. The Pacesetting style
doesn't coddle poor performers – everyone is held to a high standard. While
this can be a successful style, it can have a negative effect on the team,
leading to burnout, exhaustion and high staff turnover.
When to Use It
The Pacesetting
leadership style is best used when you need to get high quality results from a
motivated team, quickly.
How to Develop It
Because the
Pacesetting style focuses on high performance, learn how to improve the quality
of your team's work using techniques like Six
Sigma and Kaizen. Train your
people properly, and engage in high-performance
coaching to help them become as effective as possible. You may also want to
work on your motivation skills, so
that you can get the best from your people.
Example
Although the
holidays are coming up, your boss is pressuring you to improve your team's
numbers by the end of the quarter, which is only a few weeks away. Your team is
motivated, but they're also tired. They're not looking forward to a last minute
push right before their break. You decide to move forward anyway. They can
handle the pressure, and if they can meet their performance goals they'll be
rewarded with a great end-of-year bonus. So you get them fired up one last
time, asking everyone to work extra hours to ensure success. You also work
extra hours yourself, and you help anyone who falls behind.
6. The Coercive (Commanding) Leader
Coercive leaders
use an autocratic approach to leadership. This style often depends on orders,
the (often unspoken) threat of punishment, and tight control. People in modern,
democratic countries are used to having a level of control over their lives and
their work, and this approach deprives them of this. What's more, because this
leadership style is so often misused, it can have a profoundly negative effect
on a team.
When to Use It
The
Coercive leadership style is best used in crisis situations, to jump start
fast-paced change, and with problem employees.
How to Develop It
Be cautious when
setting out to develop a Coercive leadership style. Remember, this style is
very easily misused, and should only be used when necessary. To work
effectively in these high-pressure situations, learn how to manage crises,
think on your feet, and make good decisions under pressure.
Example
Vijay has just
learned that his CEO is stepping down, as of today. As the Executive Vice
President, he's naturally next in line for the position. But right now, the
board is in turmoil. Everyone is trying to decide what to do before the
financial markets open and shares plummet on the news. He tries to collaborate
with some of his allies, but everyone has their own idea of what needs to
happen. The team is arguing constantly, and Vijay realizes that nothing is
going to get done unless someone takes charge. He starts issuing orders to
those closest to him, almost without thinking. His tone is firm and
authoritative, and there's no room for debate. Quickly, the room quiets down
and he outlines what needs to happen within the next few hours. He ends up
quieting the fears of everyone in the room, and things get done quickly. Having
passed the crisis, he switches to a more democratic leadership style,
respecting the experience and expertise of his executive team.
Key Points
According to
Daniel Goleman, Richard Boyatzis, and Annie McKee, there are six emotional
leadership styles – Authoritative, Coaching, Affiliative, Democratic,
Pacesetting, and Coercive. Each style has a different effect on the emotions of
the people that you're leading. Each style works best in different situations,
resonating differently with your team, and producing different results. Anyone
can learn how to use these leadership styles. But it's important to remember
that these styles are meant to be used interchangeably, depending on the needs
of your team, and the situation.
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