“Leadership that gets results”By Daniel Goleman

Group 4Anmol Verma 09306Devyani Jain 09310Harjas Singh Kohli

09312Radhika Sahai 09321Rajan Gulati 09322

• A leader’s job is to get results• Research by the consulting firm Hay/McBer used a random

sample of 3,871 executives from a global database• Identified six distinct leadership styles• These styles have a direct impact on the working

atmosphere of a company• Each leadership styles springing from different components

of emotional intelligence

Introduction

• Emotional intelligence is the ability to manage ourselves and our relationships effectively

• It consists of four fundamental capabilities: self-awareness, self-management, social awareness, and social skill

• Leaders with strengths in a critical mass of six or more emotional intelligence competencies were far more effective than peers who lacked such strengths

Climate here refers to six key factors that include an organisation's working environment: Flexibility- how free employees feel to innovate unencumbered by red tape Their sense of responsibility to the organisation The level of standards that people set The sense of accuracy about performance feedback and aptness of rewards The clarity people have about mission and values The level of commitment to a common purpose

EMOTIONAL INTELLIGENCE

The six different leadership styles at a glance

THE LEADERSHIP STYLES

Coercive Leadership StyleSt

yle • Leaders

demand immediate compliance

• This style has a damaging effect W

hen

to u

se • During a turnaround time

• When hostile takeover is looming

Theo

ries • Behavioral

theory by Lewin: Autocratic

• Parent Ego state: Critical parent

• Attitude – I am Ok, You are not OK

Authoritative Leadership StyleSt

yle • Leaders

mobilize people towards a vision

• Most effective leadership style

• Positive attitude towards self and othersW

hen

to u

se • Style particularly effective when changes require a new vision or direction Th

eorie

s • Path Goal Theory – directive, supportive, participative

• Charismatic leadership

• MBTI Framework – ESTP - sociable, assertive, practical and orderly

Affiliative Leader

• Defining roles, proper allocation of work

• Conducive work environment, Cooperation among employees

Initiating Structure

• Nurturing mutual trust, interpersonal Respect

• Openness & Sense of Belongingness

Consideration

•Strives on making connections and emotional bonds 

•Inter personal Networking within the group

•Outcome of such a style is Loyalty, commitment

•Empathy, relationship and communication

•This style drives up flexibility, innovation and risk taking abilities

•Boosting morale, reducing conflicts and promoting independent decision making power

Behavioural Theory

Decision making process through Group Participation and consensus

competencies of collaboration, team leadership and communication

Buy in for strategic direction from subordinates to foster input and collect

missing information to take effective decision

Drawback of prolonged scheduled meetings due to nonconformity of

decisions

Democratic Leader

Leader Member Exchange• In-group influencing Leader• Favouritism and biased

Decision• Conflict between In-group and

out-group

Path Goal Theory

• Adaptive in defining goals • Aligning goals ad vision with

subordinates• Facilitating joint Decision

making Activities

The Pacesetting Style

ABOUT • DO AS I DO,

NOW • LEADER

EXPECTS EXCELLENCE AND SELF DIRECTION

POSITVES • GIVES QUICK

RESULTS • LEADERS

BECOME WHAT THEY SEEK

NEGATIVES • CAN OVER

WHELM TEAM MEMBERS

• CAN REDUCE INNOVATION AND MAKE TEAM LESS MOTIVATED

OB CONCEPTS • BIG 5- MEDIUM

AGREEABLENESS, EXTRAVERSION ,EQ & OPENESS

• MBTI SCALE- ESTJ (EXTROVERTED, SENSING, THINKING & JUDGING)

• HIG ON NEED FOR ACHIEVEMENT & POWER

• HIGH ORDER MASLOW’S HIERARCHY OF NEEDS

THE COACHING STYLE

ABOUT • LEADER

DEVELOPS PEOPLE FOR FUTURE

• “TRY THIS” IN ONE PHRASE

POSITIVES • DEVELOPMENT

OF TEAM MEMBERS

• HELPS IN BUILDING PERSONAL STRENGTHS, HENCE MORE SUCCESSFUL

NEGATIVES • DOESN’T WORK

WHEN TEAM IS DEFIANT & UNWILLING TO LEARN

• LEADER CAN ASSUMED TO BE MICRO MANAGING, MAKING TEAM UNCOMFORTABLE

OB CONCEPTS • BIG 5- LEADER IS

HIGH ON ALL 5 PARAMETERS

• MBTI SCALE- ENFP(EXTROVERTED, INTUITIVE, FEELING & PERCEIVING)

• FALL UNDER HIGH ORDER MASLOW’S HIERARCHY OF NEEDS

• HIGH ON NEED FOR ACHIEVEMENT & AFFILIATION

When to use each style?

Scan people and situation Adjust your style to get better

results – Effective results are fluid

Build a team with members who employ styles you lack – Expand your Repertory

Learn to use more than one style

CONCLUSION

CHALLENGE Ability to use each of the

Leadership Style in the right measure, at just the right time.

To get the best organizational climate and optimizes business performance

FINDINGLeaders who have mastered four or more – especially the authoritative, democratic, affiliative, and coaching styles – have the best climate and business performance