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ARTICLE
Don’t take a one-size-fits- Leadership That Gets
all approach to leadership. Results
Choose the style that by Daniel Goleman
maximizes your effective-
ness in a given situation.
New sections to
guide you through
the article:
• The Idea in Brief
• The Idea at Work
• Exploring Further . . .
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THE IDEA IN BRIEF Leadership That Gets Results
M managers mistakenly assume that tional petencies: self-aware-
leadership style is a function of personality ness, self-regulation, motivation, empathy,
rather than strategic choice. Instead of choos- and social skill. There are six basic styles of
DO ingNOT the one style that suits their temperament, COPYleadership; each makes use of the po-
they should ask which style best addresses the nents of emotional intelligence in different
demands of a particular situation. combinations. The best leaders don’t know just
one style of leadership—they’re skilled at sev-
Research has shown that the most essful eral, and have the flexibility to switch between
leaders have strengths in the following emo- styles as the circumstances dictate.
THE IDEA AT WORK
M often fail to appreciate how morale. But its exclusive focus on praise can
profoundly anizational climate can allow poor performance to go uncorrected.
influence financial results. It can account for Also, affiliative leaders rarely offer advice,
nearly a third of financial performance. Organi- which often leaves employees in a quandary.
zational climate, in turn, is influenced by lead-
ership style—by the way that managers motivate 4. The democratic style. This style’s impact on
direct reports, gather and use information, organizational climate is not as high as you
make decisions, manage change initiatives, and might imagine. By giving workers a voice in
handle crises. There are six basic leadership decisions, democratic leaders ani-