A leader's singular job is to get results. But even with all the
leadership training programs and "expert" advice available, effective
leadership still eludes many people and organizations. One reason, says
Daniel Goleman, is that such experts offer advice based on inference,
experience, and instinct, not on quantitative data. Now, drawing on
research of more than 3,000 executives, Goleman explores which precise
leadership behaviors yield positive results. He outlines six distinct
leadership styles, each one springing from different components of
emotional intelligence. Each style has a distinct effect on the working
atmosphere of a company, division, or team, and, in turn, on its
financial performance. 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. And coaching leaders develop people for the future.
The research indicates that leaders who get the best results don't rely
on just one leadership style; they use most of the styles in any given
week. Goleman details the types of business situations each style is
best suited for, and he explains how leaders who lack one or more of
these styles can expand their repertories. He maintains that with
practice leaders can switch among leadership styles to produce powerful
results, thus turning the art of leadership into a science.
The Harvard Business Review Classics series offers you the opportunity
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