Effective Leadership (Goleman Six Styles) - @Ei4Change
•Download as PPTX, PDF•
17 likes•10,790 views
Situational leadership. The six styles of effective leadership, as defined by Daniel Goleman in his 2000 Harvard Business Review paper "Leadership That Gets Results". This slide set is available as a series of Lightbulb Moments cards. These have been well received as a valuable resource in education, training and coaching. Lightbulb Moments are free to download from the Ei4Change website. http://goo.gl/qNc5qR
Recommended
Recommended
More Related Content
Recently uploaded
Recently uploaded (20)
Featured
Featured (20)
Effective Leadership (Goleman Six Styles) - @Ei4Change
- 2. Communication and Behaviour Motivation Directives Culture of common language Attitudes Beliefs Goals Decision making Management during crises Commitment Relationships Build sense of belonging Trust Respect Collaboration Standards and Accountability Drivers of Climate
- 3. Leadership Management Innovates Administers An original A copy Inspires trust Relies on control Long-term view Short-term view Asks “what” and “why” Asks “how” and “when” Tells us where we’re going Gets us there safely, on time, on budget Designs Executes Murray, 2010 Leadership vs Management
- 4. Do what I tell you Demands immediate compliance Useful In a crisis To start a new project With problem employees Commanding
- 5. Makes key decisions Outside input into decision is limited Workers told what to do and how to do it Fear is a key motivator Commanding
- 6. Pros Cons Fast, efficient Short-term gains outweighed by long-term dysfunction Great, with an extremely smart, wise leader Loses wisdom and observations of other key individuals May be useful in a crisis May be more applicable in organisations with low-skilled workers doing routine tasks Employees can be come disengaged and demoralised Talent leaves Commanding
- 7. Do as I do Sets high standards of performance Useful To get quick results from a highly motivated team Pacesetting
- 8. Holds high standards – for self, others and the organisation Always demanding faster, better performance If performance is poor, pushes staff harder or fixes problem them self Pacesetting
- 9. Pros Cons Works with very high-talented, self-driven teams Difficult to sustain pace; anxiety, burnout Focused on results Obsession with results at the expense of staff wellbeing May be useful in start-up and entrepreneurial phase Pressure for immediate results may restrict creativity and innovation Leader fixing problems for staff may get short-term results Micromanagement erodes trust and stunts development Pacesetting
- 10. Let’s decide what to do together Creates participation through consensus Useful To gain acceptance or consensus To get input from valued team members Democratic
- 11. Seeks input from key people on important decisions Listens carefully to concerns Collective decision strengthened by buy-in and commitment across organisation Democratic
- 12. Pros Cons Works well in organisations with a broad mix of highly skilled individuals May be difficult to implement in settings or cultures where staff afraid to give input Develops decisions with strong shared ownership May take too long to arrive at decisions and slow progress can affect staff morale Democratic
- 13. Let’s do what is best for everyone Creates harmony and builds emotional bonds Useful To manage splits in a team To motivate during stressful circumstances Affiliative
- 14. Takes care of employees, receives strong loyalty in return Nurtures personal relationships and emotional needs of employees Builds teams to ensure followers are connected to each other Promotes harmony among followers Employees feel like part of the family Helps resolve any conflict Affiliative
- 15. Affiliative Pros Cons Helpful in healing organisations with serious divisions, conflicts or broken trust Focus on praise, relationships at expense of results; may send a message that mediocrity is tolerated May be popular in certain regions of the world Staff may not receive enough specific advice on how to improve Produces happier workers
- 16. Do what will help us to reach our goals Mobilises people towards a vision Useful When changes require a new vision When clear direction is needed Visionary
- 17. Articulates where group is heading Sets forth an inspiring vision of the future Builds excitement Resonates with values and aspirations of staff Helps staff see how their work contributes to a better world Visionary
- 18. Pros Cons Gives clear direction to organisation Conflicts if other strong individuals in organisation with a competing vision Motivates and excites employees If implementation is weak the failure to achieve the vision demotivates staff and leads to cynicism VisionaryVisionary
- 19. How can I help you do it better? Develops people for the future Useful To help someone improve performance To develop long term strategies Coaching
- 20. Aims to bring out best in key staff Invests in personal development of staff Helps staff set long-term goals Identifies strengths and weaknesses to help staff identify their calling Delegates challenging assignments that will let people grow Coaching
- 21. Pros Cons Works well if leader has staff who are self-motivated If staff not self-motivated, they may not benefit from coaching experience Coaching
- 22. Daniel Goleman et al. Primal Leadership: Learning to Lead with Emotional Intelligence. Harvard Business School Press, 2002. Daniel Goleman. Leadership That Gets Results. Harvard Business Review, March 2000. Alan Murray. Wall Street Journal Essential Guide to Management. Harper & Collins, 2010. References
- 23. Download this free chart showing Goleman’s Leadership Styles at http://ei4change.com/resources/
- 24. Emotional Intelligence eLearning Programmes Develop your Emotional Intelligence by enrolling on an Ei4Change online elearning course For more details visit courses.ei4change.info Use license code SLIDESHARE to get a 25% discount