In addition to the Command and Control style, there are a number of leadership styles that Daniel Goleman, Richard Boyatzis and Annie McKee unearthed in the book, Primal Leadership, Realizing the Power of Emotional Intelligence.
And therein lies the rub, as they say…first because we all have a pre-dominant leadership style which also becomes our default style when we are stressed or excited or both; and second because we don’t always know when to use what style.
This is my interpretation of Mr Goleman and company’s view of a variety of leadership styles; the characteristics of each; and when it’s appropriate as a tool to maintain what he refers to as a positive emotional climate.
| Style | Characteristics | When appropriate |
| Visionary |
|
When changes require a new vision or clarity of purpose is needed.
A highly effective style |
| Coaching |
|
At times when followers want and need to improve individual and team performance
Another highly effective style. |
| Affiliative |
|
When rifts occur in teams and during stressful times to strengthen relationships
An effective style when used in combination with others that ensure that tasks are accomplished |
| Democratic |
|
Works well in combination with visionary style.
Has a positive impact but can delay decision-making or lead to poor use of time |
| Pace-Setting |
|
Works well when all people involved are highly motivated and skilled needing little direction.
Is often used inappropriately and can leave followers feeling poorly prepared or too driven. |
So, you decide. Are there other styles as well as the good ol’ command and control and the ones just described? Is it possible to develop skill in all of them? Does it help just to be aware of them and of our own pre-dominant style? Is there something missing? What do you think?
You're Not the Boss of Me 
The challenge of relying on our default style is that the very things that helped us get to the level of success we have already achieved can be the same things that derail us in trying to more to the next level of effectiveness and accomplishment. To your point if that is the one we use when “the chips are down” at some point we won’t succeed.
You have me thinking about how much of our dominant style is a function of the intersection btw our “personality” and our skill set. Would we naturally employ other styles as we expand our skills and capabilities or will our personal beliefs, comfort zone and preferences hold us back? I tend to think we have to work on our beliefs as a leader if we want to grow in our ability to use a range of styles. And I strongly believe we need to be more flexibile as leaders than ever before.
Yes, I think that we are often limited by the extent to which we get in our own way. And part of doing that is allowing ourselves to stay stuck in a belief system that doesn’t serve us, or anyone else, as well as it could if we were to challenge ourselves or spend a little more time reflecting on what we might do differently.
Thanks for the great comment Susan!