Activity: Matching your Leadership Style to the Situation Six Leadership Styles Goleman’s Characteristics Coercive Authoritative Affiliative Democratic Pacesetting Coaching Demands Mobilizes Creates Forgoes Sets high Develops Leader’s modus operandi immediate people towards harmony and consensus via standards for people for the compliance a vision builds emotional participation performance future bonds The style in a what I tell with come do you as I do, ‘Do ‘Come me’ ‘People ‘What ‘Do now’ ‘Try this’ phrase you’ first’ think?’ Underlying Drive to Self-confidence, Empathy, Collaboration, Conscientious, Developing emotional achieve, empathy, building team leadership, drive to achieve, others, Intelligence initiative, change catalyst relationships, communication initiative empathy, communication When the style In crisis; to kick When changes To heal rifts in a To build buy-in To get quick To help an works best start a require a new team or to or consensus, or results from a employee turnaround; with vision, or when motivate people to get input from highly motivated improve problem a clear directive during stressful valuable and competent performance or employees is needed circumstances employees team develop strengths When the style When there is When trying to When there is When there is a When very little When might fail not a lot of motivate more avoidance of lot of listening guidance is micromanaging emotional experienced emotionally and discussion given to the experts or peers distressing but very little team on how to on the team situations action achieve results
Activity: Matching your Leadership Style to the Situation Goleman’s Six Leadership Styles Characteristics Coercive Authoritative Affiliative Democratic Pacesetting Coaching Leader’s modus operandi Demands immediate compliance Mobilizes people towards a vision Creates harmony and builds emotional bonds Forgoes consensus via participation Sets high standards for performance Develops people for the future The style in a phrase ‘Do what I tell you’ ‘Come with me’ ‘People come first’ ‘What do you think?’ ‘Do as I do, now’ ‘Try this’ Underlying emotional Intelligence Drive to achieve, initiative, Self-confidence, empathy, change catalyst Empathy, building relationships, communication Collaboration, team leadership, communication Conscientious, drive to achieve, initiative Developing others, empathy, When the style works best In crisis; to kick start a turnaround; with problem employees When changes require a new vision, or when a clear directive is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop strengths When the style might fail When there is not a lot of emotional When trying to motivate more experienced experts or peers on the team When there is avoidance of emotionally distressing situations When there is a lot of listening and discussion but very little action When very little guidance is given to the team on how to achieve results When micromanaging
FINALOPM%20MEE%20ILT%20IG%20FINAL%2020140221-508.docx