Jim Rohn, the late writer, once wrote:
“The challenge of leadership involves being strong, but also not rude; being kind, but never savage; being bold, yet not bully; being thoughtful, yet not lazy; being humble, while not timid; being proud, but still not arrogant; having humor, without folly. It’s a lot of expectations for a leader and it’s a testimony to the importance good leadership.
How can you find the right balance? Understanding your team is the first step.
A team can have a variety of people from different backgrounds and personalities. Certain leadership styles work well with certain types of people.
Daniel Goleman, psychologist and author, published “Leadership that Gets Results” in Harvard Business Review in 2000. He identified six leadership styles that were common to all work teams in his study.
These six leadership styles are a helpful guide for leaders who struggle to manage their teams effectively. Let’s take a look at each style to help you identify your own leadership style and discover other options for when the situation calls.
1. The coercive leader
Most likely, you’ve experienced coercive leadership in your life.
Goleman says that this leadership style can be summarized in one command: Do what you say.
Common traits of coercive leaders
Coercive leaders often place themselves at the centre of decision-making, which can discourage new ideas, innovation and progress.
A narcissistic leader is someone who makes decisions and doesn’t listen to anyone. They control everyone and inflict fear on everyone. People quit. People quit.
These are just a few of many negative effects of coercive leadership. Goleman even admits that coercive leadership can lead to a loss of motivation, selfishness, and hurt feelings among team members.
How and when to use coercive leadership styles
This begs the obvious question: Why would anyone want to use coercive leaders?
Although coercive leadership may not be the best approach, it is a common practice in business settings. Researchers admit that there are rare situations where coercive leadership is useful.
Goleman’s recommendations for coercive leadership are very clear.
“The coercive method should only be used in extreme cases, such as when there is a hostile takeover or a turnaround. The coercive approach can be used to break bad business practices and force people to change their ways of working. It’s actually your last resort. If nothing else works, coercive leadership may be the best option.
It should be used only for a limited time with a specific purpose and the well-being and well-being of the team and company in mind. Coercive leadership can lead to dictatorship, resentment, and even rebellion.
2. The authoritative leader
The authoritative style is positive and versatile, in stark contrast to the coercive. Goleman states that of all the leadership styles, the authoritative is the most effective and drives up all aspects of climate.
Goleman tells the story of a marketing vice president who gave a passionate speech at a meeting. He “filled a leadership gap” with his “vibrant enthusiasm and clear vision.”
Common traits of authoritative leaders
The most effective leaders are able to see where they’re going and the steps required to get there. They are able to inspire others with their passion and motivate them to create a positive response. Think Martin Luther King, Jr.’s memorable “I Have a Dream” speech.
Authority inspires, while coercive leadership can make others forget. The authoritative leader is confident, but not bossy. Instead of promoting their ideas,
