Leadership Styles

Creating resonance as a Visionary, Coaching, Affiliative, Democratic, Pacesetting or Commanding Leader. Explanation of
Leadership Styles of Daniel Goleman.
n his !oo" Primal Leadership #$%%$, &ith 'ichard (oyat)is and Annie *c+ee,, Goleman introd-ces six leadership styles.
.o properly -nderstand the six leadership styles, yo- sho-ld first -nderstand his h-man comm-nication / interaction
concept of resonance.

Leaders create resonance
n the vie& of Goleman, good leaders are effective !eca-se they create resonance.

'esonance comes from the Latin &ord resonare. Again creating so-nd. Effective leaders are att-ned to other people0s
feelings and move them in a positive emotional direction. .hey spea" a-thentically a!o-t their o&n val-es, direction and
priorities and resonate &ith the emotions of s-rro-nding people. 1nder the g-idance of an effective leader, people feel a
m-t-al comfort level. 'esonance comes nat-rally to people &ith a high degree of emotional intelligence #self2
a&areness, self2management, social a&areness and relationship management, !-t involves also intellect-al aspects.

Creation of resonance can be done in six ways, leading to Six Leadership Styles. .ypically, the most effective leaders can
act according to and they can even s"illf-lly s&itch !et&een the vario-s styles, depending on the sit-ation.
Visionary
Leadership
Coaching Style
Affiliative
Leadership
Democratic
Leadership
Pacesetting
Leadership
Commanding
Leadership
Leader
characteristics
nspires.
(elieves in o&n
vision.
Empathetic.
Explains ho&
and &hy
people0s efforts
contri!-te to
the 0dream0.
Listens. 3elps
people
identifying
their o&n
strengths and
&ea"nesses.
Co-nselor.
Enco-rages.
Delegates.
Promotes
harmony.
4riendly.
Empathetic. 3e
!oosts moral.
Solves
conflicts.
S-per! listener.
.eam &or"er.
Colla!orator.
nfl-encer.
Strong -rge to
achieve. 3igh
o&n standards.
nitiative. Lo& on
empathy and
colla!oration.
mpatience.
*icromanaging.
5-m!ers2driven.
Commanding. 6Do
it !eca-se say so6.
.hreatening. .ight
control. *onitoring
st-dio-sly. Creating
dissonance.
Contaminates
everyone0s mood.
Drives a&ay talent.
How style bilds
resonance
3e moves
people to&ards
shared dreams.
Connects &hat
a person
&ants7 &ith
the
organi)ation0s
goals.
Creates
harmony !y
connecting
people to each
other.
Appreciates
people0s inp-t
and gets
commitment
thro-gh
participation.
'eali)es
challenging and
exciting goals.
3e decreases fear
!y giving clear
direction in an
emergency.
!he impact of the
style on the
"bsiness# climate
8 8 8 8 8 8 8
9ften : :
&hen -sed too
excl-sively or
poorly
9ften : :
$hen style is
appropriate
;hen changes
re<-ire a ne&
vision. 9r
&hen a clear
direction is
needed.
'adical change.
.o help
competent,
motivated
employees to
improve
performance
!y !-ilding
long2term
capa!ilities.
.o heal rifts in
a team. .o
motivate
d-ring stressf-l
times. 9r to
strengthen
connections.
.o !-ild
s-pport or
consens-s. 9r
to get val-a!le
inp-t from
employees.
.o get high2
<-ality res-lts
from a
motivated and
competent team.
Sales.
n a grave crisis. 9r
&ith pro!lem
employees. .o start
an -rgent
organi)ational
t-rnaro-nd.
.raditional military.