Leadership or Management
Seminar teaching week 3 (Qatar)
, The six leadership styles
(Goleman) Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilises people Creates Forges Sets high Develops pe
modus immediate toward a vision harmony and consensus standards for for the futur
operandi compliance builds emotional through performance
bonds participation
The style in a “Do what I tell “Come with me” “People come “What do you “Do as I do, “Try this”
phrase you” first” think?” now”
Underlying Drive to achieve, Self-confidence, Empathy, Collaboration, Conscientious- Developing
emotional initiative, self- empathy, building team leadership, ness, drive to others, emp
intelligence control change catalyst relationships communication achieve initiative self-awaren
competencies communication
When the style In a crisis, to When changes To heal rifts in a To build buy-in To get quick To help an
works best kick start a require a new team or to or consensus, or results, form a employee
turnaround, or vision, or when motivate people to get input from highly motivated improve
with problem a clear direction during stressful valuable and competent performance
employees is needed circumstances employees team develop lon
term strengt
Overall impact Negative Most strongly Positive Positive Negative Positive
on climate positive
Goleman, D. (2000). Leadership that gets results. Harvard Business Re
Seminar teaching week 3 (Qatar)
, The six leadership styles
(Goleman) Commanding Visionary Affiliative Democratic Pacesetting Coaching
The leader’s Demands Mobilises people Creates Forges Sets high Develops pe
modus immediate toward a vision harmony and consensus standards for for the futur
operandi compliance builds emotional through performance
bonds participation
The style in a “Do what I tell “Come with me” “People come “What do you “Do as I do, “Try this”
phrase you” first” think?” now”
Underlying Drive to achieve, Self-confidence, Empathy, Collaboration, Conscientious- Developing
emotional initiative, self- empathy, building team leadership, ness, drive to others, emp
intelligence control change catalyst relationships communication achieve initiative self-awaren
competencies communication
When the style In a crisis, to When changes To heal rifts in a To build buy-in To get quick To help an
works best kick start a require a new team or to or consensus, or results, form a employee
turnaround, or vision, or when motivate people to get input from highly motivated improve
with problem a clear direction during stressful valuable and competent performance
employees is needed circumstances employees team develop lon
term strengt
Overall impact Negative Most strongly Positive Positive Negative Positive
on climate positive
Goleman, D. (2000). Leadership that gets results. Harvard Business Re
