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    • Collaboration - Contents
    • Index
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    • Introduction
    • What is collaboration?
    • Drivers for collaboration
    • When is collaboration necessary?
    • Potential benefits and costs
    • A continuum of collaboration
    • Critical factors for successful collaboration
    • Collaborative structures
    • Challenges
    • Conclusion
    • Reference list
    • Annex 1 - A guide to collaboration
    • Annex 2 - Collaborative Tasmanian Government projects
    • Annex 3 - Goleman's six leadership styles at a glance
    • Annex 4 - The Trust Building Loop
    • Annex 5 - Possible further work
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Annex 3 - Goleman's six leadership styles at a glance

	Coercive	Authoritative	Affiliative	Democratic	Pacesetting	Coaching
The leader’s modus operandi	Demands immediate compliance	Mobilizes people towards a vision	Creates harmony and builds emotional bonds	Forgoes consensus through participation	Sets high standards for performance	Develops people for the future
The style in a phrase	‘do what I tell you’	‘come with me’	‘people come first’	‘what do you think?’	‘do as I do, now’	‘try this’
Underlying emotional	Drive to achieve, initiative, self-control	Self-confidence, empathy, change catalyst	Empathy, building relationships, communication	Collaboration, team leadership, communication	Conscientious, drive to achieve, initiative	Developing others, empathy, self-awareness
When the style works best	In a crisis, to kick start a turnaround, or with problem employees	When changes require a new vision, or when a clear directive is needed	To heal rifts in a team or to motivate people during stressful circumstances	To build buy-in or consensus, or to get input from valuable employees	To get quick results from a highly motivated and competent team	To help an employee improve performance or develop long-term strengths
Overall impact on climate	Negative	Most strongly positive	Positive	Positive	Negative	Positive

*Note – this table has been extracted from Goleman, D, 2000 ‘Leadership that gets results’, Harvard Business Review, p 7-8.