Leadership is, most fundamentally, about changes. What leaders do is create the systems and organizations that managers need, and, eventually, elevate them up to a whole new level or . . . change in some basic ways to take advantage of new opportunities. —John P. Kotter Leadership is about influence—the ability to influence your subordinates, your peers, and your bosses in a work or organizational context. Without influence, it is impossible to be a leader. Of course, having influence means that there is a greater need on the part of leaders to exercise their influence ethically. Leadership operates in groups. This means that leadership is about influencing a group of people who are engaged in a common goal or purpose. Leadership includes the achievement of goals. Therefore, leadership is about directing a group of people toward the accomplishment of a task or the reaching of an endpoint through various ethically based means. Leaders direct their energies and the energies of their followers to the achievement of something together. Thus, leadership occurs in, as well as affects, contexts where people are moving in the direction of a goal. Leaders and followers share objectives. Leadership means that leaders work with their followers to achieve objectives that they all share. Establishing shared objectives that leaders and followers can coalesce around is difficult but worth the effort. Leaders who are willing to expend time and effort in determining appropriate goals will find these goals achieved more effectively and easily if followers and leaders work together. Leader-imposed goals are generally harder and less effectively achieved than goals developed together.

1. The Six
Leadership
Styles
AS DEFINED BY DANIEL GOLEMAN

2. Coercive Leadership
The Leader’s Modus Operandi Demand immediate compliance
The Style in Phase “Do What I Tell You.”
Underlying Emotional Intelligence
Competencies
• Drive to achieve
• Initiative
• Self - Control
When The Style Best Works • In a crisis
• For Turnaround
• With Problem Employees
Overall Impact on Organizational
Climate
Negative

3. Authoritative Leadership
The Leader’s Modus Operandi Mobilizes people toward a vison
The Style in Phase “Come With Me.”
Underlying Emotional Intelligence
Competencies
• Self – Confidence
• Empathy
• Change Catalyst
When The Style Best Works • When new vision is required
• When clear direction is needed
Overall Impact on Organizational
Climate
Most strongly positive

4. Affiliative Leadership
The Leader’s Modus Operandi Builds emotional bonds and harmony
The Style in Phase “People come first.”
Underlying Emotional Intelligence
Competencies
• Empathy
• Building Relationships
• Communication
When The Style Best Works • To heal rifts
• To motivate people during
stressful circumstances
Overall Impact on Organizational
Climate
Positive

5. Democratic Leadership
The Leader’s Modus Operandi Forge consensus with participation
The Style in Phase “What do you think ?”
Underlying Emotional Intelligence
Competencies
• Collaboration
• Team Leadership
• Communication
When The Style Best Works • To build buy – in or consensus
• To get input from valuable
employees
Overall Impact on Organizational
Climate
Positive

6. Pacesetting Leadership
The Leader’s Modus Operandi Set high performance standards
The Style in Phase “Do as I do, now.”
Underlying Emotional Intelligence
Competencies
• Conscientiousness
• Drive to achieve
• Initiative
When The Style Best Works • To get quick results from a highly
motivated and competent team
Overall Impact on Organizational
Climate
Negative

7. Coaching Leadership
The Leader’s Modus Operandi Develops people for future
The Style in Phase “Try this.”
Underlying Emotional Intelligence
Competencies
• Developing others
• Empathy
• Self - Awareness
When The Style Best Works • To help an employee performance /
develop long term strengths
Overall Impact on Organizational
Climate
Positive

8. Thank You
REFERENCES:
INSPIRED BY DANIEL GOLEMAN “LEADERSHIP THAT GETS GOALS