Creating resonance through visionary, coaching, affiliative, democratic, pacesetting and commanding: The Leadership
Styles of Daniel Goleman explained
In order to be able to properly understand the six leadership styles Goleman introduces in his book Primal Leadership
(2002, with Richard Boyatzis and Annie McKee), it is useful you first understand his human communication / interaction
concept of resonance.
Leaders create resonance
In the view of Goleman, good leaders are effective because they create resonance.
Resonance comes from the Latin word resonare, to resound. Effective leaders are attuned to other people's feelings and
move them in a positive emotional direction. They speak authentically about their own values, direction and priorities
and resonate with the emotions of surrounding people. Under the guidance of an effective leader, people feel a mutual
comfort level. Resonance comes naturally to people with a high degree of emotional intelligence (self-awareness, selfmanagement, social awareness and relationship management) but involves also intellectual aspects.
Creation of resonance can be done in six ways, leading to Six Leadership Styles. Typically, the most effective leaders can
act according to and skillfully switch between the various styles depending on the situation.
Visionary
Coaching
Affiliative
Democratic
Pacesetting
Commanding
Leader characteristics
Inspires,
believes in
own vision,
empathetic,
explains
how and
why
people's
efforts
contribute
to the
'dream'
Listens, helps
people
identifying
their own
strengths and
weaknesses,
counselor,
encourages,
delegates
Commanding,
"do it because I
Strong drive to
say so",
Promotes
achieve, high
threatening,
harmony,
Superb
own standards, tight control,
nice,
listener,
initiative, low on monitoring
empathetic,
team worker, empathy and
studiously,
boosts
collaborator, collaboration,
creating
moral,
influencer
impatient,
dissonance,
solves
micromanaging, contaminates
conflicts
numbers-driven everyone's
mood, drives
away talent
How style builds
resonance
Move
people
towards
shared
dreams
Connects what
a person
wants with the
organization's
goals
Creates
harmony by
connecting
people to
each other
Impact style on
(business) climate
When style is
appropriate
+++
When
changes
require a
new vision,
or when a
clear
direction is
needed,
radical
change
++
To help
competent,
motivated
employees
improve
performance
by building
long-term
capabilities
+
To heal rifts
in a team,
motivate
during
stressful
times, or
strengthen
connections
Values
people's
input and
Meets
gets
challenging and
commitment exciting goals
through
participation
+
To build
buy-in or
consensus,
or to get
valuable
input from
employees
Often ― ― when
used too
exclusively or
poorly
Soothes fear by
giving clear
direction in an
emergency
Often ― ―
In a crisis, to
kick-start an
To get highurgent
quality results
turnaround, or
from a motivated
with problem
and competent
employees.
team. Sales.
Traditional
military.