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

1. Effective Leadership
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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/

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