Goleman’s Six Leadership Styles is a framework, popularized by Daniel Goleman, that outlines six distinct leadership styles rooted in emotional intelligence. The model posits that the most effective leaders do not rely on a single style but instead adapt their approach to fit the specific needs of the situation, the team, and the individuals involved.
Key Aspects of the Model
- Situational Leadership – The core idea is that there is no single “best” style; effectiveness depends on the context.
- Based on Emotional Intelligence – Each style is linked to different components of emotional intelligence (self-awareness, self-regulation, empathy, social skill).
- Impacts Team Climate – Each style has a direct and measurable impact on the team’s working environment, morale, and performance.
- Flexibility is Key – The best leaders have mastered four or more styles and can switch between them fluidly as needed.
The Six Leadership Styles
| Style | Motto | When It Works Best | Impact on Climate |
|---|---|---|---|
| Authoritative | ”Come with me.” | When a new vision or clear direction is needed; during times of significant change. | Most strongly positive |
| Affiliative | ”People come first.” | To heal rifts in a team, motivate during stressful times, or strengthen connections. | Positive |
| Democratic | ”What do you think?” | To build buy-in or consensus and to get valuable input from experienced team members. | Positive |
| Coaching | ”Try this.” | To help an employee improve their performance or develop long-term professional strengths. | Positive |
| Pacesetting | ”Do as I do, now.” | To get high-quality results from a motivated and highly competent team. | Often negative |
| Coercive | ”Do what I tell you.” | In a crisis, to kickstart a turnaround, or with problem employees. | Highly negative |
Example Scenarios
Project Kick-off
A project manager is launching a new, innovative project with an unclear path forward. They use the Authoritative style to articulate a compelling vision and get the team excited and aligned on a common goal.
Team Conflict
Two key team members have had a major disagreement, causing tension and low morale. The project manager adopts an Affiliative style, focusing on repairing the relationship, mediating the conflict, and reminding everyone of their shared importance to the team.
Urgent Crisis
A critical server has crashed just before a major product launch. The project manager switches to a Coercive style, giving clear, direct commands to the team (“You, call the vendor; you, start restoring from backup”) to manage the immediate crisis.
Why This Model Matters
- Provides a Practical Toolkit – It gives leaders a clear set of tools they can use to respond to different leadership challenges.
- Emphasizes Flexibility – It teaches that effective leadership is not one-dimensional but requires adapting one’s approach to the situation.
- Highlights the Importance of People – It demonstrates how a leader’s style directly impacts the team’s emotional state and overall performance.
- Connects Leadership to Results – It provides a clear link between a leader’s actions, the team’s climate, and the organization’s bottom line.
See also: Servant Leadership, Situational Leadership, Emotional Intelligence, Team Management.