Leadership That Gets Results by Daniel GolemanProduct Description: HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. A leaders 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. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. 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 dont 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 suitedfor, 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.
Leadership That Gets Results
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In , Daniel Goleman, best-selling author, leadership consultant, and a leading voice on the importance of emotional intelligence, wrote an article under the above title for the Harvard Business Review. He argued that many managers mistakenly assume that leadership style is a function of personality rather than strategic choice. Instead of choosing the one style that suits their temperament, they should instead ask which style best addresses the demands of a particular situation. Research has shown that the most successful leaders have strengths in a variety of emotional intelligence competencies. Goleman wrote that emotional intelligence — the ability to manage ourselves and our relationships effectively — consists of four fundamental capabilities: self-awareness, self-management, social awareness, and social skill. Each capability, in turn, is composed of specific sets of competencies.