What should aspirant leaders do to become more effective? Numerous articles and books have been written discussing and defining the role of a leader and what one should do in order to become an effective leader. Each author, leader or researcher will have a different perspective on which qualities should be embedded in a leader in order to make them stand out from the rest and be an asset to their organisation. The synopsis to follow reflects on different leadership styles, tasks and personal traits of great leaders. The aspirant leader should read this review with an open mind considering what elements they already possess and which should be extend, with an end goal to realise and master their own unique method of leading.
2 SYNOPSIS OF EFFECTIVE LEADERSHIP
2.1 Leadership styles:
Goleman (2000) suggests that six leadership styles exist and should be used interchangeably when required to. The six leadership styles referred to are: coercive, authoritative, affiliative, democratic, pacesetting and coaching. In addition to these different leadership styles there is a clear link to a set of emotional intelligence. Goleman (2000) uses the findings of “the late David McClelland, a noted Harvard University psychologist, who found that leaders with strengths in a critical mass of six or more emotional intelligence competencies were far more effective than peers who lacked such strengths”.
The coercive style should only be used in extreme situations, when there is not other alternative to the leader. This leadership style is very demanding and inflexible, resulting in immediate results, but serious damage to staff morale could ensue if used excessively over long periods at a time.
The authoritative style is the most effective of all styles; as it may be used in the majority of situations that arise with optimistic reactions. The hallmark trademarks of the authoritative leader are: vibrancy enthusiasm, clear vision, motivation, maximises commitment to the organisation, defines standards that revolve around the vision, Goleman (2000). The cause and effect of this style is that it empowers staff and managers to think outside the box and use their own initiative to further the success of the organisation.
The affiliative style according to Goleman (2000) “proponents value individuals and their emotions more than tasks and goals”. This style results in loyalty due to strong bonds, communication, sharing of ideas, it is more flexibility than the authoritative style and overflows with positive feedback (reward and recognition) Goleman (2000). This style should be used in conjunction with the authoritative leadership style, on its own essential feedback relating to poor performance and negativity goes unnoticed.
The democratic style focuses on spending time getting people’s ideas and buy-in, a leader builds trust, respect, and commitment. By letting workers themselves have a say in decisions that affect their goals and how they...