Based on Daniel Goleman – Leadership That Gets Results

The Leadership Style

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

 When doesn’t the Authoritative 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 authoritative becomes overbearing, he can undermine the egalitarian spirit of an effective team.

The Affiliative Style’s 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 Democratic Style helps a leader spend time getting people’s ideas and buy-in and builds trust , respect and commitment. This style has it’s 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 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 self-motivated, highly competent, and need little direction or coordination.

It is a style that should not be used by itself.

The Coaching Style is used least often. Many leaders feel they don’t have the time in this high-pressure 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 authoritative, 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.

Leadership vs. Management



Innovate  Administer 
Develop  Maintain 
Investigate  Accept Reality 
Inspire Trust  Rely on Control 
Keep Eyes on the Horizon  Keep Eyes on the Bottom Line 
Do the Right Thing  Do Things Right 
Provide Support  Provide Structure 
Architect  Builder 
Ask Why  Ask How and When 


Here are the 5 Principles of LEAN:

  1. Specify value from the standpoint of the end customer by product family.
  2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
  3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
  4. As flow is introduced, let customers pull value from the next upstream activity.
  5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

What Is LEAN?

In very simple terms, Lean is a customer-centric, value driven, using continuously improving the value stream by eliminating waste.

Lean is about understanding "Gemba" where customer focused "value" is created. Creating and understanding value stream map helps improve the processes by which products or services are created and delivered. Empower and Respect people through problem-solving and coaching. Lean practices help organizations become both innovative and competitive, which in turns allows an organization to become more sustainable.

Agile Values

The values of the Agile Manifesto are:
  • Individuals and interactions over processes and tools. ...
  • Working software over comprehensive documentation. ...
  • Customer collaboration over contract negotiation. ...
  • Responding to change over following a plan.