CERTIFICACIÓN INTERNACIONAL EN LIDERAZGO,

FORMACIÓN DE EQUIPOS DE TRABAJO Y COACHING

EJECUTIVO

Generación ITESM-19-03
LEADERSHIP STYLES
 LEADERSHIP STYLES

1. Coercive Leadership
• This style would be rarely used by project managers and would be more apparent during crisis situations especially when a
project deadline was looming and in danger of being missed.
• If this style were summed up in one phrase, it would be “Do what I tell you.”

2. Authoritative Leadership
• Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. Goleman (2000, p.83) stated
that “the authoritative leader is a visionary and motivates people by making clear to them how their work fits into this vision”,
which would be valid for any project.
• The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit
guidance is not required.
• Arguably, more application of this style would deliver better results from project teams without causing adverse effects as this
style generally has a positive impact in the organization.
• If this style were summed up in one phrase, it would be “Come with me.”
 LEADERSHIP STYLES

3. Affiliative Leadership
• This is a very common management style used by project managers and has a positive impact on the project team.
• This leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization.
• The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to
rebuild trust.
• This style should not be used exclusively because a sole reliance on praise and nurturing can foster mediocre performance and
a lack of direction.
• If this style were summed up in one phrase, it would be “People come first.”

4. Democratic Leadership
• This leader builds consensus through participation. An example of this is where each team member in a Project Management
Office (PMO) contributes towards defining and measuring the objectives of the PMO.
• The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or
goal, or if he or she is uncertain and needs fresh ideas from qualified teammates.
• If this style were summed up in one phrase, it would be “What do you think?”
 LEADERSHIP STYLES
5. Pacesetting Leadership
• This leader expects and models excellence and self-direction.
• The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results.
• This style is common, especially when a project is coming up to key milestones. Although this style generally has a negative
impact on the project team, there are merits and contexts to when it could be applied with positive results. Kotter (2008, p.7)
backs this up by stating that “creating urgency is a real asset in any organization facing a crisis situation”.
• If this style were summed up in one phrase, it would be “Do as I do, now.”

6. Coaching Leadership
• This style of project management encourage team members to develop their own capacity and capability as project
contributors, with a positive impact on the project team.
• The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them
more successful overall.
• It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.
• If this style were summed up in one phrase, it would be “Try this.”
LEADERSHIP STYLES
LEADERSHIP STYLES
LEADERSHIP STYLES