Lyderystė

by Daniel Goleman, Annie McKee

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. 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. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.

Genres: Leadership, Business, Nonfiction, Management, Self Help

288 pages, Hardcover

First published March 1, 2001

About the author

Author of Emotional Intelligence and psychologist Daniel Goleman has transformed the way the world educates children, relates to family and friends, and conducts business. The Wall Street Journal ranked him one of the 10 most influential business thinkers.

Goleman’s Emotional Intelligence was on The New York Times best sellers list for a year-and-a-half. Named one of the 25 "Most Influential Business Management Books" by TIME, it has been translated into 40 languages. The Harvard Business Review called emotional intelligence (EI) “a revolutionary, paradigm-shattering idea.”

Goleman’s new book, Focus: The Hidden Driver of Excellence, argues that attention — a fundamental mental ability for success — has come under siege. Leadership that gets results demands a triple focus: on our inner world so we can manage ourselves; on others, for our relationships; and on the outer forces that shape our organizations and society itself.

His more recent books include The Brain and Emotional Intelligence, and Leadership: The Power of Emotional Intelligence - Selected Writings.

Reviews

[Todd · Rating 3 out of 5]

There are a couple good things Goleman has going for him here. First, there is a nice sentiment behind this book; he's trying to use his expertise to highlight what works effectively and what works less effectively. In addition, for the payout there's minimal investment; it's pretty easy to consume and digest, it should take no more than one or two sittings. This sort of book will be helpful to green leaders and managers; someone who normally just jumps into the mode of listening or doing. They need to learn there are modes of managing and leading, so they don't do basically the same approach at all times and in all situations There are however weaknesses that limit the work's usefulness in practice and in academic settings. 

Using a method that goes back to Weber, Goleman throughout the book posits and describes six leadership styles (ideal types). The vast majority of the work is spent fleshing out the characteristics of these six styles; they are - coercive, authoritative, affiliative, democratic, pacesetting, and coaching. To his credit, Goleman recognizes that they are more like a toolkit and that effective leaders have four or more of the styles at their disposal. Throughout, he also indicates when the styles would prove to be more effective and in which situations they prove inapposite and less effective. The styles are assessed against the impact and influence on the climate of the organization and business performance. They are not created equal, select styles are effective in more situations and have a stronger impact than others; the authoritative leadership style has the most positive effect on climate and business results, followed by affiliative, democratic and coaching styles. Not surprisingly, his take home suggestions are that effective leaders master four or more styles and do not rely overly on any one style exclusively, and that all styles have at least short-term uses.

There are significant limitations to the work. As with much of the management and leadership literature, the concepts are not particularly rigorous. Most of the evidence adduced to flesh out and present the styles is anecdotal. The problem with anecdotal evidence is that it is a weak form of evidence: for every anecdote used to support an argument, you could just as easily present a contrary anecdote to refute the argument. In addition, as with ideal types in general, the leadership styles posited here are subject to seeming arbitrary; it's not clear why Goleman posited these styles of leadership as opposed to others. If you choose different axes to divide leaders, you could easily come up with different styles; in fact, you could come up with different or additional styles using Goleman's axes. In addition, the styles he posits here overlap, but not perfectly, with types of leadership presented by other authors. Goleman does not explain why he uses his styles as opposed to say, charismatic, transactional, management by exception, contingent reward, individualized attention, intellectual stimulation, inspirational motivation, or laissez-faire. This is perhaps the biggest limitation of the work in terms of its academic use and its usefulness in practice.

Limitations aside, it's an okay book on leadership. This should not be the only book you read on leadership and management. However, if you are looking for a quick add to your toolkit, it will do in a pinch. Since the commitment to get through is not that large, it can be viewed as a decent return on the small investment.   

[George · Rating 3 out of 5]

This was a handy-and-short book that I promise I didn't read only to hit my goodreads challenge goal... but anyway:

Goleman, the man behind a lot of the work in emotional intelligence that you've read about or heard about already, reviewed over stats from over 30,ooo executives across many fields and developed six leadership categories and then reviewed how successful those executives were, based on at least 360* surveys and performance data. He reviews his six styles, what the hallmarks of each style are, why they are effective, and when it can be helpful/unhelpful to use them. He does not explain how he determined the six styles or why only six -- I'm led to believe that the data just shook out that way.

Interestingly, he doesn't come up with anything particularly new or groundbreaking. He argues that the "authoritative" (not authoritarian, ha!) and "affiliative" styles are most effective, so...when you are an authority on the topic, you're best able to lead...check...and when you have close affiliation with your team, you're able to lead well...check. He argues that the "coercive" style is the least effective. Aha, so when you are forcing people to do something, that doesn't work...check. Over the long term, the "coaching" style builds excellent results, but it takes more time and is focused on the individual, not the company. So, caring about individuals' growth makes for a better team and company...check.

Despite that slightly sarcastic phrasing above, this was actually very much worth reading because:

1.) It validates with substantial data reviewed by a highly qualified expert some of the "gut feelings" I had about leadership style and the need to be able to adapt or modify styles to the situation: not all styles work all the time, some styles will work best in certain situations, and sometimes a leader needs to work outside his/her preferred style to meet the situation.

2.) It highlights the importance of coaching for the long term success of organizations. Quarter to quarter or cycle to cycle, we can hit our numbers, hit our stock price, etc., but if we're not actually improving the individuals in the company, then we're not really on the trajectory we'd want.

3.) It provides excellent primers on each style and, in appendices, info and data on each. This will be the kind of book that doesn't change your life, probably, but does have lots of excellent tidbits, tips, reminders, and info that you'd use over and over again.

[sofana · Rating 5 out of 5]

finished this book in less than a day, pretty fast read considering i was annotating and writing notes on almost every page.
as a young girl that prioritizes academics and school, i must say i benefited immensely from reading this book.
i found out that i'm a pacesetter, i expect the most immediately and have little to no patience -which is why i end up doing my teammates work for them.
i feel i've learned crucial aspects of teamwork in general, nonetheless leading a team.
i'm sure i'll be taking all i've read to my advantage in my coming years of education.
this is truly a well written and informative book, and i'd recommend it to anyone looking to improve themselves not only in the business or academia world, but also in many aspects of their lives.

[Marie · Rating 4 out of 5]

Keep this one in your pocket and let it guide you, especially on those days when you come home from work thinking you're the world's worst supervisor... Goleman's wisdom and research guides you through challenges

[Margot Tesch · Rating 4 out of 5]

An article from The Harvard Business Review, Daniel provides an excellent summary of six leadership styles and their key characteristics. I found this useful and used this as a basis for a series of leadership workshops.

[Carlos Ramos · Rating 2 out of 5]

A short read on emotional intelligence and its correlation with leadership.

The best thing I can say about it is that it is short, and lets me know two things: do not be coercive leader, neither a pacesetter one.

[Paco Nieto · Rating 5 out of 5]

Goleman has a great way not only to describe the different leadership styles but also how to make use of the best of each one and when to use them or even avoid them.

[Paul Bard · Rating 1 out of 5]

Confusing and overcomplicated survey using the unverifiable EQ methodology.

[L.L. Gappa · Rating 5 out of 5]

Absolutely fantastic.

[Michelle Cortes · Rating 5 out of 5]

I learned a lot.

[Marta · Rating 4 out of 5]

A very nice and short little book on how the different types of leadership will affect the workplace and, as such, the overall results

[Sunjay · Rating 5 out of 5]

Short, simple and utterly brilliant.

[Arturo · Rating 2 out of 5]

Te explica los tipos de lideres que hay. Mejor mira un resumen en youtube.

[Danette · Rating 4 out of 5]

Concise. Connects emotional intelligence to leadership styles.

[Jorg van Gaal · Rating 4 out of 5]

The article explains the various techniques or stretegies and how to use them. Some are more succesfull than others. Interesting read.

[Rick Marcello · Rating 4 out of 5]

A quick, "subway" read. Basically you can read this book on the way to work in one trip. The book is a concise explanation of the main "styles" of leadership that can employed by anyone. It also relates the leadership styles to emotional intelligence, the concept to which the author Daniel Coleman has made popular. I gave the book four stars because the Goleman's text is clear and easy to read. The examples of the leadership styles are straightforward and there is a short overview of the components of emotional intelligence towards the end of the book.

[Luis Ferrao · Rating 5 out of 5]

5,0 estrelas. Leitura fácil. Muito pragmática mas bastante relevante.