Bulletin

Commanding

1. Demands immediate compliance: “do what I tell you”
2. Aspects of the leader:
   • extreme top down decision making
   • creates a rigid directive culture
   • people feel disrespected; resentment builds
   • erodes pride in work (especially in high-performing workers who are motivated by more than just money)
   • undermines one of the leaders prime tools, motivating people, by showing them how their job fits into a grand shared mission - “How does any of this matter?”
   • low grade depression begins to filter into the organisation
   • can lead to bullying and demeaning
3. EQ competencies: drive to achieve; initiative; self-control.
4. Overall impact on climate: negative. This style is least effective in most situations
5. When the style works best: in a crisis, to kick-start a turnaround or with problem employees.

Democratic

1. Forges consensus through participation: “what do you think?”
2. Aspects of the leader:
   • spends time getting people's ideas
   • builds trust, respect and commitment
   • lets workers have a say in the decisions that affects their goals and how they work
   • drives up flexibility and responsibility
   • by listening, he learns what to do to keep morale high
   • people tend to be very realistic about what can and cannot be accomplished
3. EQ competencies: collaboration, communication
4. Overall impact on climate: Positive
5. When the style works best: when the leader is uncertain about the best direction to take and needs ideas and guidance from employees; works well to generate fresh ideas for executing the vision. Not appropriate in a time of crisis. Impact on climate is not as high as other styles because one of its most exasperating consequences can be endless meetings where ideas are mulled over, consensus remains elusive and the only visible result is scheduling more meetings.

Affiliative

1. Creates harmony and builds emotional bonds: “people come first”
2. Aspects of the leader:
   • revolves around people - it values individuals and their emotions more than tasks and goals
   • strives to keep employees happy and to create harmony among them
   • manages by building strong emotional bonds and then reaping the benefits of such an approach, namely fierce loyalty
   • markedly positive effect upon communication people talk a lot and they share ideas and inspiration
   • drives up flexibility - friends trust one another allowing habitual innovation and risk taking
   • doesn't impose unnecessary structures
   • offers ample positive feedback
   • masters at building a sense of belonging - they are natural relationship builders
   • can self-disclose easily
3. EQ competencies: empathy, building relationships, communication
4. Overall impact on climate: positive.
5. When the style works best: in building team harmony; to increase morale; improve communication. But don't use alone: employees may see that mediocrity is tolerated; leaders may not offer advice on how to improve which is necessary. if used alone it may steer a group to failure if not used in close conjunction with the authoritative style - these two make a potent combination  

Visionary

1. Mobilises people towards a vision: “come with me”. This style is the most effective driving up every aspect of climate.
2. Aspects of the leader:
   • vibrant enthusiasm
   • visionary
   • motivates people by making clear to them how their work fits into a the larger vision for the organisation
   • workers understand that what they do matters and why so as to maximise commitment to the organisation's goals and strategies
   • defines standards that revolve around the vision
   • when giving performance feedback, the singular criterion is whether or not performance furthers the vision
   • the standards of success are clear to all, as are the rewards
   • states the end but gives people leeway to devise their own means
   • give people the freedom to innovate, experiment and take calculated risks
3. EQ competencies: self-confidence; empathy; change catalyst
4. Overall impact on climate: most strongly positive
5. When the style works best: when changes require a new vision or when clear direction is needed. However, not with a team of experts who are more knowledgeable, and avoid becoming overbearing.

Pacesetting

1. Sets high standards for performance: “Do as I do, now”
2. Aspects of the leader:
   • sets very high performance standards and exemplifies them himself
   • obsessive about doing things better and faster, and asks the same of everyone around him
   • quickly pinpoints poor performers and demands more from them. If they don't rise to the occasion he replaces them with people who will

You may think that such a style improves results but it doesn't. It has its place in the leader's repertoire but should be used sparingly.

3. EQ competencies: conscientiousness, drive to achieve, initiative
4. Overall impact on climate: negative. Should be used sparingly.
5. When the style works best: to get quick results from a highly motivated and competent team where all members need little direction or co-ordination, eg, leaders of highly skilled and self-motivated professionals like R.&D. groups or legal teams.

Coaching

1. Develops people for the future: “try this”
2. Aspects of the leader:
   • helps employees identify their unique strengths and weaknesses and tie them to their personal and career aspirations
   • help employees to establish long-term development goals and help them conceptualise a plan for attaining them
   • make agreements with employees about their role and responsibilities in enacting development plans, and give plentiful instruction and feedback
   • excel at delegating
   • give employees challenging assignments
   • are willing to put up with short-term failure if it furthers long-term learning
3. EQ competencies: developing others, empathy, self-awareness
4. Overall impact on climate: positive
5. When the style works best: to help an employee improve performance or develop long-term strengths

‘Coaching' focuses primarily on personal development not on immediate work-related tasks. Even so, coaching improves results. The reason: it requires constant dialogue and that dialogue has a way of pushing up every driver of climate

-.28

.32

.27

.28

-.07

.17

-.37

.21

.16

.23

.04

.08

.02

.38

.31

.22

-.27

.39

-.18

.54

.48

.42

-.29

.43

-.11

.44

.37

.35

-.28

.38

-.13

.35

.34

.26

-.20

.27

-.26

.54

.46

.43

-.25

.42