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HDCS 4393/4394
Dr. Shirley Ezell

What should leaders do?

Get results!
New research by consulting firm Hay/McBer draws
on a random sample of 3,871 executives from a
worldwide data base of 20,000 global executives.
The research found 6 distinct leadership styles
coming from emotional intelligence. These styles
appear to have a unique impact on the working
atmosphere of a company.

What should leaders do?

Get results! (Cont.)
The research indicates that leaders with the best
results do not rely on only one leadership style. They
use most of them based on the business situation.
Emotional intelligence is the ability to manage
ourselves and out relationships effectively.
The 4 capabilities are: self-awareness
social awareness
social skills.

What are the Six Leadership Styles?

Brief grouping includes:
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.
Coaching: leaders develop people for the future

How do we Measure
Leaderships Impact?
David McClelland (Harvard) found that
with strengths in a critical mass of
6 or more
emotional intelligence competencies were far more
effective than peers who lacked such strengths.
When he analyzed division heads of a global food
and beverage company, he found that among leaders
with a critical mass of emotional intelligence, 87%
placed in the top 3rd for annual salary bonuses based
on their business performance. These leaders and
their divisions outperformed others by 15 to 20%.

What was McClellands

Research Trying to Find?
The research was trying to find links
among leadership and emotional intelligence, and
climate and performance.
Climate refers to 6 key factors that influence an
organizations working environment including
flexibility (how free employees feel to innovate)
responsibility to the organization, standards that
people set, clarity that people have about the
mission and values, and commitment to a common

What were the Findings of the Research?

A. All 6 leadership styles have a measurable effect on each aspect
of climate.
B. There was a direct correlation of the impact of climate on
financial results such as return on sales, revenue growth,
efficiency, and profitability.
C. Leaders who used styles that affected
the climate
positively had decidedly
better results than those who
did not.
D. Climate was not the only driver of
performance, equally
important were
economic conditions, and competitive
dynamics. But climate accounts for
nearly a
3rd of the results.

The Leadership Style

A. Coercive style is the least effective
most situations. Flexibility is the hardest hit, and the
leaders extreme top-down decision making kills new ideas
on the vine. Coercive leadership has a damaging effect on
the rewards system, it erodes employee pride. In addition it
undermines motivating people who want to see how their
job fits into a grand shared mission.
When should the coercive style be used? To change the
immediate direction of a company losing money, or when a
hostile takeover is looming and with problem employees
with whom all else has failed.

The Leadership Style (Cont.)

B. The Authorative Style: Of the 6 leadership styles, research
shows that this style is most effective in driving up every
aspect of climate. The Authorative leader is a visionary, that
motivates people by making clear to them how their work fits
into a larger vision. People working for authorative leaders
understand that what they do matters. This style maximizes
commitment to the organizations goals and strategy. An
authorative leader states the end but generally gives people
plenty of leeway to devise their own means. It works well in
almost any business situation.

The Leadership Style (Cont.)

C. When doesnt the Authorative style work?
When leaders are working with a team of
experts or peers who are more experienced than
the leader is.
If a manager trying to be authorative becomes
overbearing, he can undermine the egalitarian
spirit of an effective team.

The Leadership Style (Cont.)

D. The Affiliative Styles general positive impact
makes a good all-weather approach. Leaders
should use it when trying to build team harmony,
increase morale, improve communication, or repair
broken trust.
It should not be used alone and when
people need clear directives to navigate
through complex challenges. This style
leaves them rudderless.

The Leadership Style (Cont.)

E. The Democratic Style helps a
leader spend
time getting peoples
ideas and buy-in and builds
trust ,
respect and commitment. This style has its
drawbacks: it can result in endless meetings to build
consensus. The democratic style works best when a
leader is uncertain about the best direction to take
and needs ideas and guidance from able employees.
It does not make sense when employees are not
competent or informed enough to offer sound advice.

The Leadership Style (Cont.)

F. The Pacesetter Style should be used
sparingly. It often destroys climate
because many employees feel
overwhelmed by the demands for
excellence. As for rewards, the pacesetter
either gives no feedback on how people are
doing or jumps in to take over when they
think they are lagging. This approach
works well when all employees are selfmotivated, highly competent, and need little
direction or coordination.
It is a style that should not be used by

The Leadership Style (Cont.)

G. The Coaching Style is used least often. Many
leaders feel they dont have the time in this highpressure economy for the slow and tedious work of
teaching people and helping them grow. But actually,
after a first session, it takes little or no extra time and
has a positive impact on climate and performance.
This style is not effective when employees are
resistant to learning or changing their ways and it
flops if the leader lacks the expertise to help the
employee along.

Leaders Need Many Styles

Generally, the more styles a leaders uses the
better. Mastering the authorative,
democratic, alleviative, and coaching
styles help create the very best climate and
business performance.
A leader can build a team with members who
employ styles they lack.