Enhance Your Emotional Intelligence (EI)
In the article, “Leadership That Gets Results,” and in your lecture notes, the six styles of leadership are explained. Think about your EI and how it guides your leadership style. Identify the leadership style you think is most appropriate for your business. What secondary style might be complementary? Which competencies do you want to improve to enhance your EI? Support your answer with information from your DiSC assessment results.
Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone
The Idea in Brief The Idea in Practice COPYRIGHT © 2000 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Many managers mistakenly assume that leadership style is a function of personality rather than strategic choice. Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation. Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: selfawareness, self-regulation, motivation, empathy, and social skill. There are six basic styles of leadership; each makes use of the key components of emotional intelligence in different combinations. The best leaders don’t know just one style of leadership— they’re skilled at several, and have the flexibility to switch between styles as the circumstances dictate. Managers often fail to appreciate how profoundly the organizational climate can influence financial results. It can account for nearly a third of financial performance. Organizational climate, in turn, is influenced by leadership style—by the way that managers motivate direct reports, gather and use information, make decisions, manage change initiatives, and handle crises. There are six basic leadership styles. Each derives from different emotional intelligence competencies, works best in particular situations, and affects the organizational climate in different ways. 1. The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation. 2. The authoritative style. An authoritative leader takes a “Come with me” approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is. 3. The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence—and to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways. The more styles a leader has mastered, the better. In particular, being able to switch among the authoritative, affiliative, democratic, and coaching styles as conditions dictate creates the best organizational climate and optimizes business performance
Respond to this one please
Enhance Your Emotional Intelligence (EI)
Having a high emotional intelligence means that one has control over his/her emotions and for those around him/her. By having high emotional intelligence, I can discern my feelings and know how they affect the people around me. In business, leaders that have high emotional intelligence always assess the situation before coming down with stress. According to the article by Goleman (2000), the pacesetting style seems appropriate for my business due to various reasons. First, as a CS, I desire to perform my duties with accuracy and precision. As such, I expect my employees to follow in my footsteps and seek to perform their duties diligently. Secondly, I always believe that leaders should lead by example so that the employees remain self-motivated and competent. This is true according to my DiSC overview since I detest workplaces with emotionally charged environments because employees become uncomfortable when performing their duties. Lastly, as a leader, I believe in providing support whenever my employees are faced with a challenge. As a pacesetter, I believe that I should be a team player by being available and approachable. After setting high-performance standards, a leader should be available for consultations with his team members.
The secondary style that I will use is the democratic style since I like a business where employees are free to voice their concerns and decisions. As a CS, I tend to be diplomatic and considerate of the needs of others. The democratic leadership style enhances creativity and teamwork. Further, it improves honesty as employees find it easy to express their decisions and provide feedback.
I need to work on my perfectionism trait since it can affect my employees negatively. As they struggle to achieve perfection, they may fail to beat deadlines, thus making my company lose on business. I also need to work on my reserved nature since it can make me un-approachable to ideas deemed extreme.
Goleman, D. (2000). Leadership that gets results. Harvard business review, 78(2), 4-17.
Reply Email AuthorHide 4 replies (1 unread) 1 day agoKeena Alexander RE: Week 3 DiscussionCOLLAPSE
The pacesetting and democratic leadership styles did not initially strike me as aligned with the CS behavioral profile. However, your description showcases how they place value on accuracy and group alignment, respectively. Thank you for opening my perspective. Reading your post, I asked the question, “Who ensures the group reaches the finish line If the leader is setting the pace and then allowing the team to decide their part in the race”? Your observation of teammates failing to meet deadlines seems spot on. What tactics have you considered to help overcome this obstacle?
As a D, it is sometimes difficult for me to appreciate the C persona’s lack of acceptance of risk, but I am always grateful for their thoroughness. I have learned to accept that while we all may a
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