LEADERSHIP

THAT GETS
RESULTS
by Daniel Goleman

What Should Leaders Do?

Leaders singular job is to get
results.
But How??
No quantitative research
demonstrated 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 working
atmosphere 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 business
situation.

Leadership Styles
Coercive leaders

demand immediate compliance.

Authoritative leaders mobilize people toward a vision

Affiliative leaders

create emotional bonds and harmony.

Democratic leaders

build consensus through participation.

Pacesetting leaders

expect excellence and self-direction.

Coaching leaders

develop people for the future

Implications of the Research

1. Understanding of how different leadership styles
affect performance and results.
2. Provide clear guidance on when managers
should switch between them.
3. Each leadership style springs from different
components of emotional intelligence.

Measuring Leadership Impact

Leadership and Emotional
Intelligence

Effect of Leadership on
Organizations Climate

McClelland found that leaders

with emotional intelligence
competencies were better than
peers without these strengths.

The six leadership styles have

a different effect on
organizations climate that is
defined in terms of:

Divisions of leaders with this

competency outperformed
revenue targets by 15-20%.

Executives lacking emotional

intelligence were rarely rated as
outstanding and divisions
underperformed by about 20%

Flexibility
Sense of Responsibility
Standards
Rewards
Clarity
Commitment

Emotional Intelligence
Self- Awareness

Self- Management

Emotional Self- Awareness

Accurate self- assessment
Self- confidence

Social- Awareness

Social Skill

Empathy
Organizational Awareness
Service Orientation

Self- control
Trustworthiness
Conscientiousness
Adaptability

Visionary leadership
Developing others
Communication
Teamwork and collaboration

Coercive Leadership Style

Do what I Tell You.
Underlying Emotional
Intelligence Competencies are
Drive to Achieve
Initiative
Self-control

Impact of Coercive Style on

Climate
Flexibility

Responsibility

Reward

kills new ideas

on the vine

Sense of
responsibility
evaporates

Erodes the
satisfaction of
work well
done

People feel
disrespected

Unable to act
on their own
initiatives

Undermines
motivation of
the employees

Lose their self

ownership

Clarity

Diminished
clarity related
to Job

Commitment

Alienation
from 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 Emotional
Intelligence Competencies are
Self-confidence
Empathy
Change catalyst

Impact of Authoritative Style

on Climate
Flexibility
states the ends
but gives
people plenty
of leeway to
devise their
own means

Freedom to
innovate,
experiment
and take
calculated
risks

Standard
By framing
individual
tasks within a
grand vision
the
authoritative
leader defines
standards

performance
feedback

Reward

Clarity

Based on the
feedback, the
rewards gets
clear to all

Authoritative
leader is a
visionary
Motivates
people how
their work
fits to the
organizations
vision

Commitment

Maximizes
commitment
to the
organization's
goal and
strategy

Authoritative Style Works

Best

In almost any business

situation

Most
effective
When a
business is
adrift

Authoritative Style May not

Work
A leader is working with a
team of experts or peers who
are more experienced than he
is

The leader trying to be

authoritative becomes
overbearing

Affiliative Style
People Come First.
Underlying Emotional
Intelligence Competencies are
Communication
Empathy
Building Relationships

Impact of Affiliative Style on

Climate
Flexibility

Allow
Innovation
and risk
taking

Freedom to do
the job in the
most effective
way

Reward

Offers ample
positive
feedback

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

Has to be used
in conjunction
with the
authoritative
style

Rarely offers
constructive
advice on how to
improve

Cannot be used
alone

Exclusive focus
on praise can
make poor
performance go
uncorrected

Democratic Style
What do You Think.
Underlying Emotional
Intelligence Competencies are
Communication
Collaboration
Team Leadership

Impact of Democratic Style on

Climate
Increased flexibility and
responsibility because the
workers have a say in decisions
that effect their goals

Increased commitment and

trust,

People are realistic about what

can and cannot be
accomplished

Democratic Style Works Best

To build buyin or
consensus , or
to get input
from valuable
employees

When a
leader is
uncertain
about the
best direction
to take

To generate
fresh ideas to
execute a
strong vision

Democratic Style May not

Work
Employees are not competent or
well-informed to offer sound advice

Building consensus wrongheaded

in times of crisis

Pacesetting Style
Do as I do, Now.

Underlying Emotional
Intelligence Competencies are
Conscientiousness
Initiative
Drive to achieve

Impact of Pacesetting Style

on Climate
Flexibility

Reward

Flexibility and Responsibility

evaporates
work becomes boring

Guidelines for are not

clearly stated

Clarity

Gives no feedback
jumps in when they are
lagging

Commitment

Decreased
commitment
Employees loose track
of how their
individual efforts fit in
the big picture

Pacesetting Style Works Best

When employees are

self-motivated

When Employees are

highly competent

When
employees
need little
direction or
coordination

Coaching Style
Try this.

Underlying Emotional
Intelligence Competencies are
Developing others
Empathy
Self-awarness

Coaching style
Leaders help their employees identify their strengths
and weaknesses
Encourage employees for long-term Developmental
goals.
Make agreements with their employees about their
responsibilities and give them instructions and
feedback
Excel at delegating and accepts short term failure for
long-term achievement of goals
Impact on Climate and performance are marked
positively

Coaching Style Works Best

people on
the receiving
end are up
for it

When
Employees
want to be
coached
learning new
abilities help
them
advance

Coaching Style May not Work

When employees
are resistant to
learn or change

If the leader lacks

the expertise to help
the employees along

Conclusion
Four or more
styles:
Authoritative
Democratic
Affiliative
Coaching

Organizational
Climate

Business
Performance

Conclusion
Most effective
leaders switch
flexibly among the
leadership styles as
needed.

Enhancing
emotional
intelligence is
highly possible
with practice.

Leadership will
never be an exact
science, but
neither should it be
a mystery to those
who practice it.

Leaders can get a

clearer picture of
what it takes to
lead effectively
and they can see
how they can
make it happen.

Recommendations
Few Leaders have the knowledge of the six styles and
even fewer know how to use them. The antidote for this
is pretty simple:
Leader can build a team with people who have styles the leader
lacks
An alternative is to expand their own styles

For the alternative approach, the leaders must

understand the emotional intelligence competencies that
underlie the leadership styles they are lacking and work
on them diligently.