Goleman DHarvard Business Review, (USA), Mar – Apr 2000 Vol 78 No 2
Start page: 78. No of pages: 12
Argues that leaders must match their management style to the situation in order to be effective. Identifies and describes six leadership styles (coercive, authoritative, affiliative, democratic, pacesetting and coaching) and the situations in which each may be effective. Links these styles to the four basic capabilities of emotional intelligence (self-awareness, self management, social awareness and social skill), listing the elements which compose them. Suggests that authoritative leadership has the most positive effect on working environment, closely followed by the affiliative, democratic and coaching styles. Advocates the use of a range of styles according to the situation, making an analogy with the correct choice of club by a professional golfer to achieve results.
Subject(s): MANAGEMENT STYLES, LEADERSHIP, SITUATIONAL ANALYSIS
ISSN: 0017-8012. Reference: 29AJ634
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm