Leadership stylesOnce you have done the Leadership Style assessment and found your own personal style, you can check here what each Leadership Style means, and when to use them:

VISIONARYProvides long-term direction and vision. Moves people toward shared dreams by ensuring that the direction is in the long-term best interests of the group and the organisation.

Use: when changes require new vision, a clear direction is needed, the leader is perceived as an authority.

Don’t use: when trying to promote self-managed work teams and participatory decision making.

COACHINGInvests in the long-term professional development of employees. Helps individuals with their development plans and provides ongoing support and feedback.

Use: to help employees develop and improve performance in the long-term, when employee sees the need for development and is motivated to take initiative.

Don’t use: when employees require too much direction and feedback. When in crises.

AFFILIATIVECultivates relationships with employees. Rewards personal characteristics and avoids performance-related confrontations.

Use: to help resolve conflict, motivate during stressful times, strengthen connections.

Don’t use: when performance is inadequate, in complex situations needing clear direction and control, with employees who are task-oriented.

DEMOCRATICGenerates ideas and builds commitment among employees through participation and consensus.

Use: to get valuable input, to get alignment between team members or buy-in.

Don’t use: when there is no time to hold meetings, with employees that need close supervision.

PACESETTINGAccomplishes tasks efficiently and to high standards of excellence. Leads by modelling. Disinclined to collaborate with peers except to obtain or exchange resources.

Use: to get high-quality results from a motivated and competent team.

Don’t use: when employees need direction, development and co-ordination. When delegation is necessary.

COMMANDINGGives clear direction and soothes fears in times of crisis. The primary objective is immediate action and compliance. Uses very little dialogue.

Use: in a crisis, to kick-start a turnaround, with problem employees, when all else has failed

Don’t use: with self-motivated, capable employees, over the long-term, with complex tasks.

Source: “The New Leaders”, Daniel Goleman