Leaders are expected to create results through their people.  Leadership happens within the context of relationships and it’s about getting people to “buy” into the company’s mission so that they work to make it happen.

Leaders are expected to adopt different patterns of behaviour or leadership styles to influence employees, decisions regarding the mission, strategy and operations of group activities.

Hay/McBer Consultants have identified 6 leadership styles:

• Authoritative:  The leader provides a supportive climate and a clear vision that motivates the employees to be creative in their pursuit of the organisation’s goals.  If the leader becomes overbearing though, he/she may alienate experienced employees.
• Coaching:  The leader spends considerable time on employees with potential for growth by helping them identify their weaknesses and capitalize on their strengths.
• Affiliative:  The leader uses a supportive and caring approach and it is useful when new teams are forming or tension exists within a group.  This is not effective if the employee requires direction.
• Democratic:  The leader asks employees to participate in the decision making and therefore gains respect and commitment.  This style is not recommended during times of crisis where direction is more essential.
• Pacesetting:  Appropriate for a highly motivated and competent team (in need for little direction). This leader pushes for high performance standards while maintaining a tight agenda and lacks vision.
• Coercive:  The leader pressurises to get things done.  It should be used only in emergency situations
Daniel Goleman, in his article “Leadership that gets results” (Harvard Business Review) said:  “The business environment is continually changing and a leader must respond in kind......Executives must play their leadership styles like a pro-using the right one at just the right time and in the right measure.  The layoff is in the results”.

The first four styles-the authoritative, coaching, affiliative and democratic-generally drive  climate in a positive direction.  The two other styles-the coercive and the pacesetting-tend to drive climate downward, particularly when leaders overuse them, although each of these two can have positive impact if applied in appropriate situations.

The skill of reading the situation accurately and using the appropriate leadership style requires life-long development. Boost these skills by attending the Greek programme "Emotionally Intelligent Leadership". You can view details, by clicking here.