Six Emotional Leadership Styles

In case you haven’t come across them before, or you simply wish to be reminded, here are Goleman’s Six Emotional Leadership Styles, along with a brief summary of the effects of each style:

COERCIVE

The leader who uses this style is intent on obtaining immediate compliance. If this style were summed up in one phrase, it would be “Do what I tell you.”

Conversation is purely one way, highly directive. The COERCIVE leader tightly controls situations and emphasises negative rather than positive feedback.

Most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire.

However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.

AUTHORITATIVE

The goal of the AUTHORITATIVE leader is to provide focused leadership, mobilising the team toward a common purpose whilst leaving the means up to each individual person. If this style were summed up in one phrase, it would be “Come with me.”

Characterised by long term thinking and a clearly stated direction, decisions are made by the leader with some input from the team to test the decisions. This leadership style relies on influence to gain buy-in to decisions. A firm but fair approach.

The AUTHORITATIVE style works best when the team needs a new vision because circumstances have changed. Leaders adopting this style inspire entrepreneurial spirit and vibrant enthusiasm for the organisation’s purpose.

It may not be the best fit when working with an established team who know more than the leader.

AFFILIATIVE

A leader uses this style to promote harmony, cooperation, and good feelings among the team. If this style were summed up in one phrase, it would be “People come first.”

Affiliative actions include accommodating family needs that conflict with work goals, quickly smoothing tensions between employees, or promoting social activities within the team. The leader pursues being liked as a way to motivate people, often putting people first and tasks second.

This style works best in times of stress, or when teammates need to rebuild trust.

This style should not be used exclusively, as sole reliance on praise and nurturing can lead to mediocre performance.