Leadership That Gets Results (HBR OnPoint Enhanced Edition)
by Daniel Goleman
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Book Summary Information
Author: Daniel GolemanEdition: Digital
Format: Download: PDF
Published: 2000-08-01
ISBN: N/A
Number of pages: 16
Publisher: Harvard Business Review
Book Reviews of Leadership That Gets Results (HBR OnPoint Enhanced Edition)
Book Review: Impact of six leadership styles on organizational climate
Summary: 5 Stars
Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University. He is the author of the bestsellers 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This article was published in the March-April 2000 issue of Harvard Business Review.This article is based on research by the author with consulting firm Hay/McBer (previously the late David McClelland) into the leadership styles of 3,871 executives. This research found six different distinct leadership styles: (1) coercive; (2) authoritative; (3) affiliative; (4) democratic; (5) pacesetting; and (6) coaching. The author discusses each style in detail, including the direct and unique impact the different styles have on organization climate, including financial performance. According to previous research by David McClelland "climate" refers to six key factors that influence an organization's working environment: (1) flexibility; (2) responsibility; (3) standards; (4) rewards: (5) clarity; and (6) commitment. The article introduces a table with the effect of each of the six leadership styles on the six key factors of organizational climate. The author advises readers to mix the different leadership styles: "Many studies, including this one, have shown that the more styles a leader exhibits, the better. Leaders who have mastered four or more - especially the authoritative, democratic, affiliative, and coaching styles - have the very best climate and business performance." It is not that these leaders mechanically match their style to fit a checklist of situations, they are sensitive to the impact they are having on others and seamlessly adjust their style to get the best results. For readers that worry about their own leadership skills do not need to despair, according to the author it is possible to grow your emotional intelligence whic "takes practice and commitment". The article is complemented by a short primer into emotional intelligence (also see the author's 1998-article 'What Makes a Leader?').
Great article on leadership, which will never become a clear science. This article provides clear insights into the different leadership styles and their impact on organizational climate, which has a great impact on financial performance. Do not forget to read his 1998-article 'What Makes a Leader?' that discusses the five components of emotional intelligence. I recommend this article to managers, people moving into management, and MBA-students. The author uses simple US-English.
Summary of Leadership That Gets Results (HBR OnPoint Enhanced Edition)
A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or does both. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.This is an enhanced edition of HBR article R00204, originally published in March/April 2000. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.
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