According to a study by Daniel Goleman, Richard Boyatzis and Annie McKee and published in Primal Leadership in 2002, there are six styles of leadership. We often think of leaders as the loud, hard-driving, “my way or the highway” types; but there are also quiet leaders, experts in a certain field of science, for example. There are extrovert leaders – those who boldly drive change; and there are also introvert leaders – those who quietly change the world.
Which type of leader are YOU?
1. Visionary Leader – Visionary leaders are like good drivers. They have a gift for “seeing beyond the headlights.” They see danger before it arrives and opportunity before it arises, and have a plan in place well before anyone knows it is needed.
2. Coaching Leader – These are those who have a heart for developing other leaders. They patiently but firmly lead, guide, and inspire others to do things they never dreamed possible. They invest their lives in helping others help themselves.
3. Affiliate Leader – These are the collaborators, those who excel at working with others to accomplish great things. They recognize the value of engaging with different people with differing strengths; and they know the value of teamwork.
4. Democratic Leader – This is leadership by consensus, where majority rules. Less individualized than other forms, it does offer the advantage of multiple perspectives and can serve as a protection mechanism. It is a more plural form of leadership.
5. Pacesetting Leader – These are the driven leaders, easy to spot because they are always out in front, leading the pack. As long as they don’t take off without their people, they can inspire others by keeping things moving forward. They blaze a trail and inspire others to follow.
6. Commanding Leader – In time of crisis, a commanding leader will step up and make the hard and fast decisions necessary for survival. They will provide clear direction, prompt quick action, and take full responsibility for the results. A commanding leader does best in situations where immediate action is critical. In non-critical situations, they can appear egotistical and dictatorial; but the fact is, they are created to handle crises.
It is important to recognize your leadership style and to find work that fits that style. For example, you would not want to put a Commanding Leader in charge of a group of analytical-minded scientists conducting a research project. On the other hand, you would not put your leading scientist into a crisis management role, either.