...Melanie Delsart BA546 Leadership That Gets Results Daniel Goleman Daniel Goleman discusses in this article key components that deliver effective leadership. Through extensive research, the author considers six leadership styles that positively or negatively affect the “climate” of an organization. According to how harmonious the environment of the organization behaves, results and performance follow. Emotional intelligence capabilities build different leadership styles and each of these is necessary and more effective in different business situations. First, Goleman describes “climate” as a combination of how employees and employers feel in the working environment. Flexibility, responsibility, standards set, clarity of rewards, mission and vision of the company, and commitment to a common purpose are drivers of climate. Positive climate is related to positive performance and vice versa. In addition, leadership styles affect the climate of the organization and consequently financial results. Every single one of the leadership styles may be effective for a particular situation. For example, the coercive leadership style has an overall negative effect on climate. It demands results immediately and shuts down new innovative ideas. Communication is broken and motivation is lost. However, in extreme crisis situations, it may give a turnaround and the destruction of a system that had no chance of working. The authoritative style is the most effective one for most situations...
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...LEADERSHIP STYLES LEADERSHIP STYLES By Siddhartha Panapakam ,Bhola Singh, Pankaj Sultane A Brief Idea… As quoted by the famous Leader Nelson Mandela. “Every real leader uses every issue, no matter how serious and sensitive; to ensure that at the end of the debate we should emerge stronger and more united than ever before. ” Leader is the person who influences a group of people towards the achievement of a goal and Leadership is defined as a process of influencing people to accomplish the mission, inspiring their commitment, and improving the organization. Daniel Goleman, an internationally known psychologist in his book “Emotional Intelligence” has written six basic styles of Leadership like the Coercive style, Authoritative style, Affiliative Style, Democratic Style, Pacesetting Style and Coaching Style. In this article all the six leadership styles are discussed in brief giving the advantages, disadvantages and example of each style. The best Leaders don’t just adapt one way of leadership style but they are skilled with all the styles and they are comfortable enough to switch between the styles according to the situations. Page | 1 LEADERSHIP STYLES The Leadership Styles are as follows: The Coercive Style: Daniel Goleman penned this style with a title “Do what I say”. This means that the manager or leader following this type of style has a complete idea what is going on in the organization in the specified time interval and uses his power to force an...
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...Unit 5013V1 – Leadership Practice Task 1 A.C 1.1 – Discuss the concept of managers as effective leaders For a manager who leads a sales department in a medium sized construction materials company there are a number of responsibilities. These evolve around setting direction, motivating and inspiring the team and individuals, and co-ordinating workload and outputs. In order to manage effectively they would use the following methods/behaviours based around the key functions according to Henri Fayol; * Plan and make forecasts * organise work and schedule * co-ordinate the team/individuals * set tasks/give instructions and detail * monitor progress In addition, these management methods and behaviours are combined with a number of leadership functions which include; * Building a vision * Inspiring others * Motivating and empowering * Develop trust (with-in your team/sub-ordinates) * Looking at the bigger picture * People – knowing who they are Whilst these functions and behaviours appear as separate lists, Colenso (1997) identified that if executed with the correct balance the functions of a manager and leader can complement each other in order to deliver the desired result. Further-more, although there are two sets of skills/functions it must be recognised that it is most likely that the manager and leader are the same person. Therefore a combination of both sets is required in order for that person to be an effective manager and...
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...Leadership is less about your needs, and more about the needs of the people and the organization you are leading. Leadership styles are not something to be tried on like so many suits, to see which fits. Rather, they should be adapted to the particular demands of the situation, the particular requirements of the people involved and the particular challenges facing the organization. In the book 'Primal Leadership,' Daniel Goleman, who popularized the notion of 'Emotional Intelligence,' describes six different styles of leadership. The most effective leaders can move among these styles, adopting the one that meets the needs of the moment. They can all become part of the leader's repertoire. Visionary. This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. 'Visionary leaders articulate where a group is going, but not how it will get there setting people free to innovate, experiment, take calculated risks,' write Mr. Goleman and his coauthors. Coaching. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best, Mr. Goleman writes, 'with employees who show initiative and want more professional development.' But it can backfire if it's perceived as 'micromanaging' an employee, and undermines his or her self-confidence. Affiliative. This style emphasizes the importance...
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...Modern Leadership University of Maryland University College AMBA 600 9045 10/28/14 Susan Malone Abstract The following paper examines two different leadership styles. Daniel Goleman introduces emotional intelligence and he explains the fundamental elements that define emotional intelligence and make a good leader. Mitch McCrimmon examines thought leadership in the workplace and compares it to shared or positional leadership. Both styles of leadership are similar and yet much different. In order for an organization to be effective, it must utilize both styles of leadership. Today’s economic climate calls for companies to constantly think outside the box and be innovative and in order to do this, organizations need good leadership. What defines good leadership? Both Goleman and McCrimmon give examples of what comprises a true leader and what qualities should a good leader should posses. Leading from the Mind What is leadership? Leadership is defined as the ability to guide or direct a group of individuals. In order to guide or direct a group, one must be able to take charge and influence in an effective way. According to Daniel Goleman, leadership comes from a learned emotional intelligence. Goleman claims that in order to be a good leader, one must possess the quality of empathy. One must be able to emotionally understand others and use this understanding to exert influence. (Goleman, 1998) According to Mitch McCrimmon, anyone can be a leader. McCrimmon claims that...
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...Waitley, author) There are many different styles of leadership in Todays modern world. To be a good and effective leader it is my belief that you must adapt your leadership style to the people whom you are leading and the outcome you wish to achieve. I will now outline some of these styles and how I feel they should be adapted. A leader should be able to take responsibility. An Autocratic leader is one who operates under the assumption that the buck stops with them. Autocratic leaders excel at setting objectives for teams and individuals, but they are inexperienced at feeding back the team’s views to higher management. All autocratic leaders believe that their opinion is the only one that matters and they will not accept anyone else’s as such they are solely motivated by their own importance. If this management style were to be adapted in a place of work, it would be a much regimented operation thus unilateral and would be best suited to businesses that need to make decisions quickly. On the other hand, a Democratic leader is someone who seeks the approval and inspiration of a team of colleagues before applying a decision. This is someone who will always consult people before making any decision which may affect them. Democratic leaders tend to excel at delegating, communicating and motivating their team members. Thomas Jefferson famously said that “delay is preferable to error.” This is very true in terms of democratic leadership. An autocrat for example will decide to perform...
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...I. Part 2: Overview of Relevant Literature This section reviews recent literature about Emotional Intelligence and the theories that connect certain emotional aspects, personality traits, behaviours and preferences with leadership styles and leadership effectiveness. Recent literature Emotional Intelligence (EI) is a term that was created by Salavoy and Mayer and was defined as: “a type of social intelligence that involves the ability to monitor one's own and others' emotions, to discriminate among them, and to use the information to guide one's thinking and actions” (1993, 433). This concept was further developed by Daniel Goleman (1998) who describes EI as a set of social and emotional competencies associated with performance, health and success. Goleman’s biggest contribution is a model known as “Competency based” which comprises affective abilities and cognitive skills that are distinct from abilities measured by traditional IQ tests. This EI competencies are: self-awareness, self-management, social awareness and social-relationship management. (Goleman 1998) Norwack (2012) refers to a newer-generation approach called “Trait based” model (TEI) which is a result of a mix of previous models: Personality based, Competency based and Mental ability. This model enumerates four aspects of EI: sociability, self-control, well-being and emotionality. Petrides- Perez Gonzalez-Furnham (citied by Smith et al. 2013) express their agreement with TEI model saying that...
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...mil/airchronicles/apj/apj02/win02/latour.html http://www.au.af.mil/au/awc/awcgate/awc-thkg.htm#eq DISTRIBUTION A: Approved for public release; distribution is unlimited. Emotional Intelligence Implications for All United States Air Force Leaders Lt Col Sharon M. Latour, USAF Lt Gen Bradley C. Hosmer, USAF, Retired |Editorial Abstract: Emotional intelligence and its five domains of empathy, handling relationships, self-awareness, managing | |emotions, and motivating oneself constitute a set of learned, interpersonal abilities that allow leaders to become highly | |effective. The authors outline the characteristics of emotional intelligence and offer practical ways for readers to integrate its| |techniques into their leadership style. | |Knowing others and knowing oneself, in one hundred battles no danger. Not knowing the other and knowing oneself, one victory for | |one loss. Not knowing the other and not knowing oneself, in every battle certain defeat. | |- Sun Tzu, The Art of War | This article explores the emerging field of emotional intelligence (EI). It discusses what it is, why it matters in general terms, how individuals can improve their EI, and what impact it has on the effectiveness of US Air Force leaders...
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...Cecilia Kollie MGT 210 Assignments Prof Abdool November 13, 2012 Daniel Goleman gained notoriety in the mid-1990s for identifying competencies related to "emotional intelligence," or the ability to perceive, regulate, understand, and work with emotions to enhance leadership. Those competencies are self-awareness, self-regulation, motivation, empathy, and social skill. Based on research by the consulting firm Hay/McBer, Goleman identifies six distinct leadership styles, each of which uses a unique combination of the emotional intelligence competencies. The selection of a leadership style influences not only the outcome of a particular situation, but the overall organizational climate as well. "Climate" is defined to reflect the organization's flexibility, workers' sense of responsibility to the organization, the level of standards set, the degree to which performance feedback and rewards offered are considered accurate, the clarity those in the organization feel about its mission and values, and the level of commitment they hold toward a common purpose. Each style affects each component of the organizational climate as well as the organization's financial results, and each may be used effectively in certain situations. Highly effective leaders draw on multiple styles: The styles, taken individually, appear to have a direct and unique impact on the working atmosphere of a company, division, or team, and in turn, on its financial performance. And perhaps most important, the...
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...This is a summary of the article The Emotional Intelligence of Leaders by Daniel Goleman in Leader to Leader. Goleman’s main point was to establish that the best leaders posses a skill that is learned, a skill called emotional intelligence. All leaders have credentials that make them good. Intellectually gifted leaders posses many innate abilities such as ambition, perseverance, and commitment. However, Goleman makes a case that better leaders often posses other abilities that make them more effective. These components are listed in the article as self-awareness, ability to manage emotions, motivating others, showing empathy, and staying connected. Goleman explains that many of these functions stem from a certain part of the brain that allows truly effective leaders to develop and control emotions. An effective leader knows his or her strengths and limitations. They are typically self-confident as well. A leader with this ability is capable of making the toughest of decisions that are more in line with their values. The component the author speaks of in the article that fits this mold is considered self-awareness. Leaders with self-awareness know their strengths, weaknesses, needs and drives. They tend to be able to suspend judgment and not be overly critical of others, honest both with themselves and others. The author suggests that leaders with the ability to manage emotions are keenly skilled at controlling impulses. People that can manage emotions are...
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...Denis Tocci JWI 510: Leadership in the 21st Century 7/26/2015 Abstract In today’s world, leadership have many shapes, colors, and forms to the way it’s applied. Throughout time, researchers have explored different methodologies on ways leaders perform. Daniel Goleman’s (2000) uses a format of six different styles that are interchangeable depending upon the climate. Others direct one towards qualities and emotional behaviors to get effective results. Whether it’s a style, quality, or emotional behavior, these methods have confirmed success in professional and personal atmospheres, analyzing strengths and weaknesses forms new ideas and approaches towards future leadership endeavors. I have reviewed some of my past experiences and applied Jack Welch’s principles and rules, concluding ways to handle situations implementing my leadership style, quality, and emotional behavior. The question now is “What works for you?” Keywords: styles, qualities, emotional behaviors Introduction What is a leader and how does he or she lead to fulfil a goal? This question is what researchers have been trying to discover for decades. There’s no one answer to identify how a leader achieves success. They consist of many attributes that differ between individuals. One leadership style can be motivating while another can consist of a bull that wants things done one way. Though they are so opposite both can have successful ending results. By identifying the different aspects of leadership, it help to improve...
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...IGNITE LEADERSHIP CONFERENCE 4 TH ANNUAL –February 22, 2014 EMOTIONALLY INTELLEGENT LEADERSHIP CARL NYKAZA, MBA MHA GRADUATE STUDENT Sources of Information Leadership That Gets Results by Daniel Goleman What Leadership Isn’t • Leadership has nothing to do with seniority or one’s position in the hierarchy of a company. Leadership doesn’t automatically happen when you reach higher level position. • Leadership has nothing to do with titles. just because you have a title, doesn’t automatically make you a “leader.” • Leadership has nothing to do with personal attributes. We don’t need extroverted charismatic traits to practice leadership. And those with charisma don’t automatically lead. WHAT IS LEADERSHIP? • Peter Drucker: “The only definition of a leader is someone who has followers.” • Warren Bennis: “Leadership is the capacity to translate vision into reality.” • Bill Gates: “As we look ahead into the next century, leaders will be those who empower others.” • John Maxwell: “Leadership is influence – nothing more, nothing less.” • Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. • Leadership isn’t management. Leadership and management are not synonymous. Leadership versus Management: What's the difference? LEADERSHIP STYLES What is emotional intelligence? • Ability to use your emotions, feelings, and moods (and those of others) as a source of information to help guide actions...
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...Week 3 Leadership Style Dirk Menzel LDR531 February 10, 2014 Dr. Jay Colker Week 3 Leadership Style The leader that I admire and respect is a great man by the name of Richard Fetzer. Richard was a great leader whom I looked up to since I was in my early teens. Richard understood life in general and did nothing to take advantage of it. He respected all people and never under estimated their capacity to shine. I watched this man personally give each person regardless of who they were, his undivided attention and he remembered everyone by name. He even showed interest in each of his employee’s families and asked often as to their condition and if there were anything he could do for them. When it came to running his business the people came first and we all knew he was sincere about this. Richard did not rule with power, but instead with appreciation and knowing that without his employee’s his company would not exist. There is a quote that I read in our week two readings that summed up Richard Fetzer and it is as follows, “Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose” (Jacobs & Jaques, 1990, p.281). Richard was a great businessman and knew how to bring out the best in his staff. Decisions were made as a team and he took accountability for his actions and decisions. His business grew strong and gained respect...
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...Title: Who is the more effective leader? Executive Summary “Leadership is a complex phenomenon involving the leader, the followers and the situation” (Hughes, Ginnett and Curphy, 2012, p3). This paper will look at two leaders, one from the corporate sector and the other from the not-for-profit sector, Gail Kelly and Ian Cox. Both have developed styles of leadership to ensure they interact with their followers within particular environments and situation. Interactional framework needs to be taking into account, rather than looking at leaders, followers or situation in isolation, as this provides a complete view of the leadership process. The interactive nature of leader-followers-situation helps understand the changing nature of the leader-follower relationship and the increasingly greater complexity of situations leaders and followers face. An analysis of Gail Kelly’s and Ian Cox’s leadership styles exposes some similarities, within vastly different situations and followers. Daniel Goleman (2000) identified six different leadership styles, authoritative, affiliative, pace-setting, democratic, coaching and coercive. Both Kelly and Cox employ different styles in their attempt to gear the followers towards attainment of a goal, objectives and the fulfillment of a vision. The organisations that Ms Kelly and Mr Cox are employed have defined their leadership. Kelly heads and organisation who main goal is to make profits for its shareholders, whereas Cox’ role is...
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...leaders are doing. The leadership style determines the type of organizational culture. Under different leadership styles we have got different organizational cultures. Fashion Inc fostered an open culture and by large it has succeeded in doing so. All employees were well integrated into the system and each individual and his/her thoughts were considered important. It promoted a rational approach to work where there are proper guidelines and procedures. Any problem with the employee be it work related or personal was listened to and the boss tried their best to give solution to the problem. Top management encouraged a supportive culture to provide a satisfying work environment for employees so they can deliver their best. Employees were delegated through their work and the boss worked with the employees side by side. Managers often fail to appreciate how profoundly the organizational climate can influence financial results. It can account for a nearly third of financial performance. Organizational climate in turn is, influenced by leadership style- by the way managers motivate direct reports, gather and use information, make decisions, change initiatives and handle crises. There are six leadership styles. Each derives from different emotional intelligence competencies, works best in particular situations, and affects the organizational climate in different ways. (Daniel Goleman 2000:1) 1. Coercive style : demands immediate compliance 2. Authoritative style : mobilizes people towards...
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