Management Styles: How to Adapt Your Approach to People

Goleman's Six Styles

Daniel Goleman identified 6 leadership styles, each appropriate in certain situations:

1. Coercive — "Do as I say." Suitable in a crisis, when a subordinate is incompetent, or when rules are violated. Destructive for the climate in the long run.

2. Authoritative — "Let's go here, and here's why it matters." Mobilizes around a vision. Effective when a new direction is needed. Does not work if the leader is less competent than the team.

3. Affiliative — "People first." Creates harmony. Suitable for restoring trust, for team collaboration. Does not work when there is chronically poor performance.

4. Democratic — "What do you think?" Builds consensus through participation. Effective when new ideas are needed, with a highly competent team. Does not work in a crisis with a lack of time.

5. Pacesetting — "Do as I do, right now." Sets a high bar. Suitable with motivated experts. Destructive when development is necessary.

6. Coaching — "Try it this way." Develops people for the future. Effective with motivated employees ready to develop. Does not work if there is unwillingness to learn.

Adaptive Leadership

The most effective leaders master several styles and switch between them depending on the situation. This is not inconsistency — it is competence.

A common mistake: leaders "get stuck" in one style in which they feel comfortable, even when it is ineffective in a given situation.

Team Diagnosis

Before choosing a style: (1) What is the employee's competence in the given task? (2) What is their motivation? (3) What is the context (crisis? routine? innovation?) (4) What are the time constraints?

Practical Assignment

Recall three different subordinates (or colleagues). For each, determine: (1) The level of competence in a key task. (2) The level of motivation. (3) Which of the six styles you used with them. (4) Was this style optimal? What would you change?