I used to work for a technology company once upon a time, not where I thought I would end up, but I landed there by chance right after I moved to Atlanta back in 2006. After a week of working there as a temp employee, I knew I wanted a permanent job with them. The culture and the leadership team were amazing and I wanted in. I ended up staying there for eight years. I only left because the company was bought out and I did feel like the new leadership was going to create the type of environment I wanted to work in. What’s crazy is, I would have likely stayed with that organization for much longer if the leadership hadn’t changed. It wasn’t that the job was a dream job or that the company didn’t have its challenges. I actually had to commute an hour each way to get there, but still I would have likely stayed for years more. Why? It’s simple, the culture the leadership created and the people that they brought together was amazing. I lived for that place.
My story is a testament to the power of an extremely emotional intelligent leadership team. It’s crazy how much a leader’s mood and behaviors affect employees. They’re mood and behaviors actually drive the moods and behaviors of everyone else. At the company I used to work for, there was a common saying, “Leaders bring the weather”, and it’s so true. Leaders have the ability to influence the mood of an entire organization, which is why Emotional Intelligence is so crucial for leaders.
Think of a leader that you worked for that you would love to work for again (or someone you could continue to work for). How would you describe that leader, what characteristics does that person have? How did they make you feel? What did they inspire you to do or not do? Now do the same for a leader you didn’t love working for, a leader who you left or that left you feeling drained. Look at the differences between the two examples. Usually the best leaders we have worked for have something in common, they are highly emotionally intelligent. The worst leaders are not. Why? Emotionally intelligent leaders are aware of their impact and know that their intentions may not always have the intended impact. Emotions are also contagious and If a leader resonates energy and enthusiasm, his or her organization thrives. If a leader spreads negativity and dissonance, it flounders. Emotionally intelligent leaders understand their leadership style, but also understand that they may need to switch their leadership style depending on the situation.
According to the book, “Primal Leadership” by Daniel Goleman, Richard Boyatzis, and Annie McKee, there are six distinct emotional leadership styles and each of these styles has a different effect on people’s emotions, and each has strengths and weaknesses in different situations. Four of these styles (Visionary, Coaching, Affiliative, and Democratic) promote harmony and positive outcomes (resonant leadership), while two styles (Commanding and Pacesetting) can create tension (dissonant leadership) and should only be used in specific situations.
Goleman and his co-authors say that no one style should be used all of the time. Instead, the six styles should be used interchangeably, depending on the specific needs of the situation and the people that you’re dealing with. Let’s look at the six styles in more detail:
Resonant Leadership:
- Visionary Leadership:People using the Visionary leadership style are inspiring, and they move people toward a common goal. Visionary leaders tell their teams where they’re all going, but not how they’re going to get there – they leave it up to team members to find their way to the common goal. Empathy is the most important aspect of Visionary leadership.When to use: Visionary leadership is most effective when the organization needs a new vision or a dramatic new direction, such as during a corporate turnaround.
- Coaching Leadership:The Coaching leadership style connects people’s personal goals with the organization’s goals. A leader using this style is empathic and encouraging and focuses on developing others for future success. This style centers on having in-depth conversations with employees that may have little to do with current work, instead focusing on long-term life goals and how these connect with the organization’s mission. When to use it: The Coaching style should be used whenever you have a team member who needs help building long-term skills, or if you feel that he or she is “adrift” in your organization and could benefit from a coaching or mentoring relationship.
- Affiliative Leadership: The Affiliative leadership style promotes harmony within the team. This style connects people together, encouraging inclusion and resolving conflict. To use this style, you must value the emotions of others, and put a high value on their emotional needs. When to use it:Use this style whenever there is team tension or conflict, when trust has been broken, or if the team needs to be motivated through a stressful time.
- Democratic Leadership: The Democratic leadership style focuses on collaboration. Leaders using this leadership style actively seek input from their teams, and they rely more on listening than directing. When to use it: This style is best used when you need to get your team on board with an idea or build consensus. It’s also effective when you need your team’s input.
Dissonant Leadership
- Pacesetting Leadership: The Pacesetting leadership style focuses on performance and meeting goals. Leaders using this leadership style expect excellence from their teams, and often the leader will jump in him or herself to make sure that goals are met. While this can be a successful style, it can have a negative effect on the team, leading to burnout, exhaustion and high staff turnover. When to use it: The Pacesetting leadership style is best used when you need to get high quality results from a motivated team, quickly.
- Coercive Leadership: Coercive leaders use an autocratic approach to leadership. This style often depends on orders, the (often unspoken) threat of punishment, and tight control. When to use it: The Coercive leadership style is best used in crisis situations, to jump start fast-paced change, and with problem employees.
Understanding the six emotional leadership styles and knowing when and when not to utilize them is crucial to a leaders’ success. Leaders who have mastered four or more – especially the visionary, democratic, affiliative, and coaching styles – have the very best climate and business performance. What is your emotional leadership style
