Lesson 3: Leadership Styles You Should Know
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Leadership Styles You Should Know
If you've been around other leaders for a while, you've probably observed some leaders who are better in certain situations, and struggle in others.
You may have even been asked about your own leadership style. In my experience, very few leaders have actually studied this topic. This chapter will put you ahead of that curve.
One key attribute of a successful leader is adaptability, or the ability to show up to the needs of the situation in front of them.
I've found it very helpful in working on my own adaptability to understand that there is more than one leadership style, and that you can change styles to fit the situation. This is called being "adaptable."
The Six Leadership Styles
A formative paper was written by Daniel Goleman on this topic. Based on a massive study of leadership styles, Goleman's team identified these six styles.
Are there more than six leadership styles? Probably, but the point here is to understand that there is value in being AWARE that there are different styles that can be used for different scenarios and being adaptable across different situations.
Coercive Style (Commanding)
Summary: This style demands immediate compliance and focuses on achieving results through direction.
When it works: In crisis situations or when quick turnaround is necessary, such as during an emergency or a company in free fall. In technology, this style is useful when the team has to focus on recovery from catastrophic events or major system bugs.
When it doesn't work: It stifles creativity and motivation, so it is ineffective in fostering long-term employee engagement and innovation.
Authoritative Style (Visionary)
Summary: Focuses on mobilizing people toward a vision, providing clear direction and motivation. Steve Jobs, upon his return to Apple, was an example of a visionary leader.
When it works: Best when the organization needs a new vision or direction, such as during times of change or growth.
When it doesn't work: When the leader lacks expertise or in teams of experts who may resent a more directive approach.
Affiliative Style
Summary: Prioritizes emotional bonds, aiming to create harmony and build emotional connections within the team.
When it works: Particularly effective in times of stress or when morale is low, such as after a difficult period of restructuring.
When it doesn't work: Over-reliance on this style can result in poor performance or lack of direction, especially when tough feedback or decision-making is needed. Being too coddling as a leader can lead to a team that is unable to correct itself, have open dialog, and survive on its own.
Democratic Style
Summary: Values team input and participation, fostering collaboration and consensus-building.
When it works: When the leader needs buy-in from the team or when collective wisdom can lead to better decisions, such as in creative industries.
When it doesn't work: In times of crisis or when fast decisions are required, this approach can lead to indecision or delays.
Pacesetting Style
Summary: The leader sets high standards and exemplifies them, pushing for fast-paced and high-quality performance.
When it works: When teams are highly competent and motivated, and the focus is on achieving quick results, such as in a high-performing sales team.
When it doesn't work: Can overwhelm employees, leading to burnout or morale issues if the team cannot meet the high expectations consistently.
Coaching Style
Summary: Focuses on personal development, helping team members improve their skills for long-term growth.
When it works: Works well when the leader wants to develop individuals' capabilities and improve performance over time, especially with motivated employees. Coaching style is very useful in 1:1 situations.
When it doesn't work: Ineffective when team members are resistant to change or uninterested in development, or in a crisis where immediate results are needed.
A reprint of the paper is attached to this lesson. It is well worth the reading.