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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.