“The best leaders don’t know just one style of leadership – they’re skilled at several and have the flexibility to switch between styles as the circumstances dictate.”—Daniel Goleman
Leadership style is a choice. The approach the leader takes in working with their team impacts the leader, the team, and process outcomes.
Daniel Goleman is one of the foremost proponents of Emotional Intelligence, the concept of how effectively we manage our emotions and understand the emotions of others. Of all his writings, I find his discussion of leadership types most challenging.
He suggests that there are six common leadership styles. In a recent LinkedIn post, he revisits these styles.
Command--"Do What I Tell You"
The leader provides clear, decisive direction when it is felt essential, communicating certainty. This style is essential in genuine crises—but overuse erodes morale and initiative.
Inspiring--"Come with Me"
The leader articulates a compelling vision and mobilizes people around it. Although the goal is clear, the leader gives freedom in how the team gets there. This style has the most positive impact on team climate.
Affiliative--"People Come First"
The leader prioritizes emotional bonds, harmony, and genuine connection, believing that when people feel they belong, peak performance follows. This style builds deep loyalty and strong team chemistry.
Consensus--"What Do You Think?"
The leader builds consensus in decisions-making. By valuing input from the team, the leader earns trust, respect, and authentic buy-in. This style creates shared ownership.
Perfectionist--"Do as I Do"
The leader provides a personal example, setting high standards and demonstrating the excellence expected. This type of leader believes in raising the bar continuously and showing—not just telling—what great work looks like.
Teaching--"Try This"
The leader invests in people's long-term development, helping them identify strengths and connect their personal aspirations to organizational goals. In so doing, the leader tolerates short-term setbacks if they lead to lasting growth.
Each style has its appropriate uses. But when leaders were evaluated anonymously by their direct reports, four of the styles produced a positive climate, while two did not. The two more negative styles were command and perfectionist, which when over-applied undermined morale.
Every leader has a preferred leadership style, but how one relates effectively to the team depends on the context and the urgency of the situation faced. The best that a leader can do is to build a culture where the team trusts the leader and realizes that each has a stake in the outcome of a project or activity. This allows some flexibility in the style adopted at a particular time.
Leaders must monitor themselves and understand their own tendencies as well as what might push them in a leadership direction that is not only uncomfortable for them but counterproductive with their team.
Coaching provides a very effective way to do this type of self-assessment. In conversation with a coach, the leader has the opportunity for real-time reflection and action-planning. Leadership style is a choice.
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