Research has shown that there is a definite correlation between EQ competencies and the best leaders, and the organisations most successful at leadership all focus on cultivating EQ competencies.
There are 6 defined leadership styles. The best results tailor a blend of different techniques to meet different situations:
1. The visionary leader
EQ competencies: self-confidence, empathy, transparency.
Mobilises people towards a common goal and is able to maximise commitment to the organisation’s goals and strategy.
This is probably the most effective style, having a positive impact on all climate factors.
Positive in almost any business situation, especially when the business is floundering.
Negative in a team with more experience.
2. The coaching leader
EQ competencies: empathy, developing others, self-awareness.
Develops people for the future by focusing on personal development rather than accomplishing tasks. Coaching leaders create positive emotional responses by showing genuine interest in employees, helping them to identify their strengths and weaknesses and encouraging long term career goals. They are also good delegators, and give employees challenging assignments to foster interest and stimulation.
This is the least used of the six styles as most leaders think it too time-consuming. However, it can improve results by increasing flexibility and commitment.
Positive with employees who are already aware of their strengths and weaknesses and really want to be coached.
Negative if employees are resistant to change and learning, or the leader lacks the expertise to be effective.
3. The affiliative leader
EQ competencies: empathy, conflict management, collaboration.
Creates emotional bonds and harmony by valuing the emotional needs of employees. The affiliative leader believes ‘people come first’ and consequently tries to improve communication. Flexibility will also be improved as people are given the freedom to do their jobs in the way they think is most effective. Good all-round approach.
Positive when trying to build harmony, increase morale, improve communication or repair a breakdown in trust.
Negative as it can fail to give clear direction. It is probably best used in conjunction with another style, as its emphasis on praise can fail to address poor performance.
4. The democratic leader
EQ competencies: teamwork and collaboration, influence, conflict management.
Builds consensus through participation. This approach is based on getting people’s ideas and buy-in and allowing employees a say in decisions. This builds trust and commitment, increases flexibility and maintains high morale.
Positive if the leader is uncertain about the future direction and leans on experienced employees for ideas and guidance.
Negative where employees lack the competence, knowledge or experience to offer sound advice. Inappropriate in times of crisis.
5. The pace-setting leader
EQ competencies: drive to achieve, initiative.
Expects excellence and self-direction.
Positive if employees are self-motivated, skilled and require minimum co-ordination and direction. It can work well in tandem with other leadership styles.
Negative as pace setters can lack empathy and self awareness. The result is that employees can experience anxiety through seemingly endless demands and a lack of clear direction.
6. The commanding leader
EQ competencies: influence, achievement, initiative.
Demands immediate compliance with orders and can sometimes resort to threats.
Positive during a genuine emergency but should be used with great care and involve the competencies of self-awareness, self-control and empathy.
Negative as they tend to be inflexible, seek tight control, rarely praise and often criticise, thus eroding pride, satisfaction and spirits.
Goleman suggest a model to generate emotionally intelligent behaviours in leaders:
Who do I want to be? Leaders need to picture their ideal self, thus highlighting any missing EQ competencies.
Who am I now? By seeking negative feedback from as many people as possible, leaders can discover their leadership style in the eyes of others.
How do I get from here to there? An action plan is needed to improve on missing or weak elements. Devise activities to practice missing links. Continual feedback and reflection is vital.
How do I make change stick? Experimentation and seizing opportunities inside and outside work to rehearse new behaviours will eventually trigger the brain processes necessary for genuine change.
Who can help me? Arrange a community of supporters on who to try new leadership styles and who can offer feedback.
Daniel Goleman, Emotional Intelligence (Bloomsbury Publishing, 1996).
Comments