Developing Business

Leadership Skills

Goleman’s Six and

Organizational Climate
 • Short Recap
• Review Goleman’s Six
• Consider leading with EQ
• Review impacts on
organizational climate
• Apply Goleman’s Six in a case
study
SESSION OUTCOMES
 TRANSACTIONAL VS TRANSFORMATIONAL
LEADERSHIP
(BASS AND AVOLIO, 1994)

• People perform their best when the chain of

• Leaders inspire individuals, develop trust, and command is definite and clear.
encourage creativity and personal growth.
• Workers are motivated by rewards and
• Individuals develop a sense of purpose to
benefit the group, organisation or society. punishments.

• Leadership beyond their own self-interests • Obeying the instructions and commands of
and an exchange of rewards or recognition for the leader is the primary goal of the
effort or loyalty. followers.
• Subordinates need to be carefully monitored
to ensure that expectations are met.
 Organizational climate
has a direct correlation
with financial
performance

LEADERSHIP
THAT GETS
RESULTS

Leadership influences
organizational climate
 “Many managers mistakenly assume that
leadership style is a function of personality rather
Daniel Goleman, than strategic choice. Instead of choosing the one
‘Leadership That Gets
Results’ style that suits their temperament, they should ask
Harvard Business Review,
2000 which style best addresses the demands of a
particular situation.”
 EMOTIONAL INTELLIGENCE
COMPETENCIES

EXTERNAL
INTERNAL

Self – Awareness Social Awareness

Self – Management Social Skill
 GOLEMAN’S 6 STYLES

• Coercive
• Authoritative
• Affiliative
• Democratic
• Pace-Setting
• Coaching
Horst Demands
immediate
Schulze’s compliance
modus
operandi

The style in a “Do what I

phrase tell you.”
Underlying Drive to
emotional achieve,
intelligence initiative,
competencies self-control

When the style In a crisis, to

works best kick start a
turnaround,
or with
problem
employees
César Mobilizes
people
Ritz’ toward a
modus vision
operandi

The style in a “Come with

phrase me.”

Underlying Self-
emotional confidence,
intelligence empathy,
competencies change catalyst

When the When changes

style works require a
best new vision, or
when a clear
direction is
needed
Wolfgang Creates
harmony and
Puck’s modus builds
operandi emotional
bonds

The style in a phrase “People come

first.”

Underlying Empathy,
emotional building
intelligence relationships,
competencies communication

When the style To heal rifts in a

works best team or
to motivate
people during
stressful
circumstances
Bill Forges
consensus
Marriott’s through
modus operandi Participation

The style in a “What do you

phrase think?”

Underlying Collaboration,
emotional team
intelligence leadership,
competencies communication

When the style To build buy-in

works best consensus, or to
get input from
valuable
employees
 Sets high
August standards for
Escoffier performance
modus operandi

The style in a “Do as I do, now.”

phrase

Underlying Conscientiousness,
emotional drive to achieve,
intelligence initiative
competencies

When the style To get quick results

works best from a highly
motivated and
competent team
 Develops people
Baur’s for the
modus operandi future

The style in a “Try this.”

phrase

Underlying Developing
emotional others, empathy,
intelligence self-awareness
competencies
When the style To help an
works best employee
improve
performance or
develop long-
term strengths
 ACTIVITY

• In your group discuss Goleman’s 6 leadership styles

• Rank the styles from 1 to 6. Start (1) which style
you are generally most comfortable and which
resonates with you/your group the most.
• What were the differences in your group discussion?
Where did you disagree?
- We all have a dominant style & under
pressure go-to style
- We can develop other styles
and can balance our styles with others
USE AND MIX DIFFERENT STYLES DEPENDING
O N C O N T E X T, S I T U AT I O N A N D O T H E R P E R S O N
O R G A N I Z AT I O N A L C L I M AT E I M PA C T
FLEXIBILITY

how free employees feel

to innovate
unencumbered by red
tape; innovate or die
 Click icon to add picture

RESPONSIBILITY

Their sense of
responsibility to the
organization; Ownership,
care, willingness to go
the extra mile
 STANDARDS

the level of standards

that people set; Culture,
what are you and your
team willing to accept
in terms of behavior
 REWARDS

The sense of accuracy

about performance
feedback and aptness of
rewards; giving the right
people promotions and that
everyone understands
CLARITY ON MISSION

the clarity people

have about mission
and values; are we all
aligned and working
for the same goal?
 Click icon to add picture

COMMITMENT

the level of
commitment to a
common purpose.
Are we committed to
that goal?
 • In your group critically analyse
the above climate impact
diagram
ACTIVITY
• Write down 3 findings /
implications that you can draw
from this
 The Six Leadership Styles at a Glance
Affiliative Coercive Authoritative
The leader’s modus Creates harmony and Demands immediate Mobilizes people
operandi builds emotional bonds compliance toward a vision

The style in a “People come first.” “Do what I tell you.” “Come with me.”
phrase
Underlying Empathy, building Drive to achieve, initiative, Self-confidence, empathy,
emotional relationships, self-control change catalyst
intelligence communication
competencies

When the style To heal rifts in a team or In a crisis, to kick start a When changes require a
works best to motivate people during turnaround, or with new vision, or when a
stressful circumstances problem employees clear direction is needed

Overall impact on Positive Negative Most strongly positive

climate
 The Six Leadership Styles at a Glance
Democratic Pacesetting Coaching
The leader’s modus Forges consensus through Sets high standards for Develops people for
operandi participation performance the future

The style in a “What do you think?” “Do as I do, now.” “Try this.”
phrase
Underlying Collaboration, team Conscientiousness, drive Developing others,
emotional leadership, communication to achieve, initiative empathy,
intelligence self-awareness
competencies
When the style To build buy-in or To get quick results from To help an employee
works best consensus, or to get input a highly motivated and improve performance
from valuable employees competent team or develop long-term
strengths

Overall impact on Positive Negative Positive

climate
 • 6 leadership situations
• Choose the optimal leadership
style in that situation
ACTIVITY II - • Use all 6 styles once (for 6
VIGNETTES vignettes)
• Answer the questions and be
ready to explain your groups
ideas.
 “Many managers mistakenly assume that
leadership style is a function of personality rather
Daniel Goleman, than strategic choice. Instead of choosing the one
‘Leadership That Gets
Results’ style that suits their temperament, they should ask
Harvard Business Review,
2000 which style best addresses the demands of a
particular situation.”
 1 ) F I RE ALARM AT RADI S S ON BLU HOTEL
BUCHARES T

• Which leadership style did the engineer

expect from his leaders?
• Why do you think they failed to use it?
 2 ) REVENUE MANAGEMENT ANALYS T AT ACCOR
HOTELS

• What leadership style does Michael use?

• What would you recommend for his further
development?
 3 ) CONF LI CTS AT THE GRAND HOTEL ROYAL
BUDAP ES T

• Which leadership style did Manager B want to use?

• What type of leader is Manager A?
• Under which circumstance is the leadership style
recommended? When can this style be harmful?
 4) TRAINING LESSONS THAT FAILED

• Which leadership style did the

manager try to use?
• Why did this style fail to work in this
situation?
 5) ATTRACTING SPA MANAGER
TALENT

• What style or styles would you recommend

to Helen in promoting the new employer
brand and recruiting approaches among
regional heads of HR?
• What style or styles would you NOT
recommend?
 6) DEVELOPING F&B EMPLOYEES

• What leadership style does Margarita use?

• Why is this style successful with Nicolas?
• Why does the same style fail with Eugene?
 “Many managers mistakenly assume that
leadership style is a function of personality rather
Daniel Goleman, than strategic choice. Instead of choosing the one
‘Leadership That Gets
Results’ style that suits their temperament, they should ask
Harvard Business Review,
2000 which style best addresses the demands of a
particular situation.”
THANK YOU!

This Photo by Unknown Author is licensed under CC BY-SA

ADDITIONAL INFORMATION
 SELF - AWARENESS

• Emotional self-awareness:
the ability to read and understand
your emotions as well as recognize
their impact on work performance,
relationships, and the like.

• Accurate self-assessment
a realistic evaluation of your
strengths and limitations.

• Self-confidence
a strong and positive sense of self-
worth.
 SELF - MANAGEMENT

• Self-control: the ability to keep disruptive emotions and impulses

under control.
• Trustworthiness: a consistent display of honesty and integrity.
• Conscientiousness: the ability to manage yourself andyour
responsibilities.
• Adaptability: skill at adjusting to changing situations and
overcoming obstacles.
• Achievement orientation: the drive to meet an internal standard of
excellence.
• Initiative: a readiness to seize opportunities.
 SOCIAL AWARENESS

• Empathy: skill at sensing other people’s

emotions, understanding their
perspective, and taking an active interest
in their concerns.
• Organizational awareness: the ability to
read the currents of organizational life,
build decision networks, and navigate
politics.
• Service orientation: the ability to
recognize and meet customers’ needs
 SOCIAL SKILLS

• Visionary leadership: the ability to take charge and inspire with a compelling
vision.
• Influence: the ability to wield a range of persuasive tactics.
• Developing others: the propensity to bolster the abilities of others through
feedback and guidance.
• Communication: skill at listening and at sending clear, convincing, and well-
tuned messages.
• Change catalyst: proficiency in initiating new ideas and leading people in a new
direction.
• Conflict management: the ability to de-escalate disagreements and orchestrate
resolutions.
• Building bonds: proficiency at cultivating and maintaining a web of relationships.
• Teamwork and collaboration: competence at promoting cooperation and building
teams.