Once 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:
VISIONARY – Provides 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.
COACHING – Invests 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.
AFFILIATIVE – Cultivates 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.
DEMOCRATIC – Generates 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.
PACESETTING – Accomplishes 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.
COMMANDING – Gives 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