Very early on in this program, I talked about the different types of leadership model traits, models, roles based models and styles based models. And I said that our day to day leadership model is one type of styles model and there are others. And I thought it would be interesting just to take a look as a bonus to the course. One other styles based model that's become very popular, very well known, and it was introduced by the psychologist and journalist Daniel Goleman. In his book, The new leaders, Daniel Goleman, is rightly famous for popularizing the ideas of emotional intelligence in the workplace. And the new leaders picks up on that emotional intelligence idea, but it also introduces us to six styles of leadership.

Each of which can be appropriate in its own place. And if you can select the right one, again, he would argue that by choosing the right style of leadership or the right predominant style of leadership, for the culture for the environment, then you'll be more successful. So let me take you through Goldman's six styles of leadership. To give you something to think about dolmens first style of leadership is the visionary style, the kind of style leadership says, I have a vision, come with me, let's go towards it. This can be charismatic and engaging. It's a style that a lot of people want to follow.

It's a highly respectful style, but it's one that clearly says I am in the lead, and therefore it's a lot less democratic than some of the other styles. This style is particularly valuable for a team that needs direction either because it's starting something new or it lacks direction. Or morale has dipped, it can have a hugely positive impact on the team. But to do it well you need oodles of empathy as well as imagination, creativity and brilliant communication skills to articulate your vision in a way that's compelling and powerful. dolmens second style is the coaching style. The style says, Let me help you to do something, let me help you to learn.

It's developmental. It's about helping people to try things and get better at what they do. It's a hugely respectful style is very much person focused. Leaders would do well to adopt the coaching style as a part of their part of their toolset or the predominant style, where you've got a group people who need to perform extremely well and are willing to perform extremely well and are open to your help and guidance. Do it well, you need empathy and communication skills. Certainly, you need really good observational skills and great rapport building skills, so that you can break through people's reserve about being given clear observations, and asked, perhaps challenging questions about what they're doing, from which they can create answers, and learn.

So the coaching style is very much about developing people, and therefore, the team as a whole. The affiliative style is Gorman's third leadership style, and this is all about people as well. But this is about developing a harmonious team culture if you like, because the affiliative style is about creating bonds and relationships among the team members. It's therefore about making the team feel more self confident as a whole. It has a very positive impact on the team, if done well, but to do it, well. You really need to understand people and have great social skills to to form those bonds and to make people feel comfortable with you and with one another.

The affiliative style is particularly appropriate where you've got a team that is suffering from stresses and strains and has gone through a tough time needs to be rebuilt and to bond again. It's also valuable Of course at the start when a team comes together for the first time during the storming phase. If you listen to our video about the Tuchman model the fourth of Goldman's team leadership styles is the democratic style. And this is about harnessing the the collective knowledge and wisdom of the team to improve its problem solving and decision making. This is very much at the laissez faire end of the Tannenbaum and Schmidt leadership continuum, because it says to the team, here's what we need to do. Now.

You work on it together, it engages people enables the team to feel it is in control. And for a strong and well motivated team, this means you're likely to harness the maximum levels of creativity, the maximum Tegrity in decision making. But to do it well, what you've therefore got to do is to provide the team with good information, to protect them from distractions, and to make sure that there are procedures and processes and norms of behavior in place that make sure everyone in the team respects everyone else, and is prepared to listen to the different opinions before forming a group opinion. So, to do the democratic style of leadership, well, you need good communication skills, you need good rapport building skills, but essentially really good at stepping back. Observing what's happening, observing what's missing, and providing The resources that fill the gaps. don't fit style is pay setting, very much a kind of do as I do work as hard as I work sort of style that expects the leader to set the tone leaders who want to lead from the front and lead from the front Well, up here setting leaders and it can be very motivating for an energized, already well motivated team to see their leader working hard and to join in.

But it can put a huge strain on the team. If you try to sustain it for too long. If you've got lots of energy, and you forget that other people have other commitments and other enthusiasms, then the team morale can dip, but for a short period of time. If you understand the pressures the team earned and you're prepared to stay alert to the stresses that your style might put them under. Then, for that short time when you need to get something Done and done fast, then the pace setting style can be really energizing. Finally, there's the commanding style.

What do I need to say about this? It's do as I tell you to do. It's the leader, knowing all the answers and expecting compliance from the team. And yes, there are a limited range of circumstances where this can be appropriate, particularly in crisis situations where the leader has a lot of experience and the team has very little people do want to be led when they don't know what to do and they know something has to happen. However, outside that limited range of circumstances, there aren't many places where that commanding style of leadership is going to be appropriate, it can be very alienating, it can leave people feeling, you know, who am I What am I being valued or am I just a pawn? So if you need to use the commanding style, do so But do say for a short time and withdraw it as soon as you can.

So what do we learn from Goldman's six styles, we learn there are different ways to lead, we learn that each has its place, and that the needs of the team may vary as a whole, from time to time. And if you select the right leadership style for the time, if you are a good situational leader, understanding the context and situation and do choose the right style of leadership, then you'll get the best out of your team. But Likewise, if you pick a style of leadership, which is out of kilter with the needs of the team, and possibly not one that you're well equipped to work with, then you won't succeed. So take a look at these six styles. internalize them and reflect on which ones you use with confidence and which one your team would find