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Department of Premier and Cabinet

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.