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LEADERSHIPTHAT GETSRESULTS

by Daniel Goleman



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.



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.



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



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.



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



Coercive Leadership Style“Do what I Tell You.”

Underlying EmotionalIntelligence Competencies are• Drive to Achieve• Initiative•

Self-control



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



Coercive Style Works Best

During a turn around

When a hostile takeover is looming

In a genuine emergency

With problem employees



Authoritative Style

“Come With Me.”

Underlying EmotionalIntelligence Competencies are• Self-confidence• Empathy• Change catalyst



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



Authoritative Style Works

Best

In almost any businesssituation

MosteffectiveWhen a

business isadrift



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



Affiliative Style“People Come First.”

Underlying EmotionalIntelligence Competencies are• Communication• Empathy• Building Relationships



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



Affiliative Style Works Best

When trying to build team harmony

Increase morale

Improve communication

Repair broken trust



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



Democratic Style

“What do You Think.”

Underlying EmotionalIntelligence Competencies are• Communication• Collaboration• Team Leadership



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



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



Democratic Style May not

WorkEmployees are not competent orwell-informed to offer sound advice

Building consensus wrongheadedin times of crisis



Pacesetting Style“Do as I do, Now.”

Underlying EmotionalIntelligence Competencies are• Conscientiousness• Initiative• Drive to achieve



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



Pacesetting Style Works Best

When employees areself-motivated

When Employees arehighly competent

Whenemployeesneed little

direction orcoordination



Coaching Style“Try this.”

Underlying EmotionalIntelligence Competencies are• Developing others• Empathy• Self-awarness



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



Coaching Style Works Best

people onthe receivingend are “up

for it”

learning newabilities helpthem

advance

WhenEmployeeswant to becoached



Coaching Style May not Work

When employeesare resistant tolearn or change

If the leader lacksthe expertise to helpthe employees along



ConclusionFour or morestyles:

• Authoritative• Democratic• Affiliative• Coaching

OrganizationalClimate

BusinessPerformance



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.



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.

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