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Primal Leadership
Article · April 2021
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Manu Melwin Joy
Cochin University of Science and Technology
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TRENDING
Primal
Leadership
Six styles of emotional leadership
can be adapted to suit the
requirements of an organisation
and people being managed
n their best seller book titled Primal Leadership, Daniel
I
Goleman, Richard Boyatzis, and Annie McKee intro-
duced six emotional leadership styles. Each of these
styles has a unique effect on individual’s emotions, and
each has strengths and weaknesses in diverse circum-
stances. Four of these styles encourage harmony and
positive outcomes, while two styles can lead to tension,
and should only be used in particular situations. Ac-
cording to the authors, the six styles should be used
adaptively, based on the particular needs of the situa-
tion and the people that you’re managing.
The Visionary Leader
Individuals employing the Visionary leadership style
are motivating, and they move teams toward a com-
Dr. Manu Melwin Joy mon goal. Visionary leaders dictate their teams about
Asst Professor, School of Management the destination they are moving towards, but not how
Studies, CUSAT they’re going to get there – they give followers the free-
52 | Pallikkutam | April 2021
dom to identify the route to reach them which can be done through
the common goal. Empathy is the informal coaching and mentoring.
most compelling characteristics of
visionary leadership. Visionary lead- The Affiliative
ership is works best when the firm Leader
needs a new vision or a dramatic
new direction, such as during a cor- The Affiliative leadership style en-
porate turnaround. Nevertheless, it courages harmony within the team.
seldom works when you’re working This style connects individuals to-
with an experienced team. If you gether, promoting inclusion and
use visionary leadership style too of- managing conflict. To use this style,
ten, it can be overbearing. To culti- you must put others emotions ahead
vate a visionary style, concentrate on of yours and value their emotional
improving your proficiency, vision, needs. This style is ideal when the
self-confidence and empathy. Get trust among the team members has
enthusiastic about change, and let been broken, or if the team needs
your team see your excitement. You to be motivated through a stressful
also need to persuade others of your time. Leaders who use this style are
vision, so emphasis on refining your highly engrossed on emotion. So,
presentation skills. learn how to manage conflict and
how to be positive.
The Coaching
Leader is ideal each time when you have an The Democratic
employee who struggles with cul- Leader
The Coaching leadership style links tivating long-term skills and could
individual’s personal objectives with benefit from a coaching or mentor- The Democratic leadership style
the firm’s larger objectives. A leader ing relationship. Nevertheless, this concentrates on teamwork. Leaders
using this style is empathic and reas- approach may backfire when it’s using this style keenly seek input
suring, and concentrates on building used with a team member who is un- from their teams, and focus more on
teams for future success. This style willing to make effort or who needs listening than directing. This style
encourages to have personal conver- a lot of handholding. To be adept works well when you have to intro-
sations with employees for aligning incoaching style, it is very crucial to duce a new idea to the team or when
their long term life goals with that of know your team members very well you need rich inputs from the team
the organization’s mission. This style and keep in touch with the needs of members. Leader should stay away
April 2021 | Pallikkutam | 53
TRENDING
pamper poor performers – every-
one is held to a high standard. Even
though it can be a successful style in
many different contexts, it can have
a detrimental effect on the team,
leading to fatigue, exhaustion and
high employee turnover. This lead-
ership is ideal when you need to get
superior results from an inspired
team, swiftly. Since this style con-
centrates on high performance, it
is important to learn on improving
the overall work quality your team
by employing systems like Six Sigma
and Kaizen. Always take extra efforts
in training the team and engaging
them in high-performance coaching
to help them be at their best.
The Coercive
Leader
Most of the time, coercive style de-
pends heavily on orders, the (often
unspoken) threat of reprimand, and
from employing this style with naïve The Pacesetting tight control. Individuals in contem-
people, lack competence, or aren’t
knowleadgble about a situation. It
Leader porary, democratic nations are used
will be more apt to ask for input from to having a level of control over their
The Pacesetting leadership style lives and their work, and this tactic
team members who are enthused, concentrates on performance and
well-informed and capable. The denies them of this. Since the propen-
meeting objectives. Leaders employ- sity to misuse this style is very high, it
best way for developing Democratic ing this leadership style expect high
leadership style is by participating tend to have an overwhelmingly neg-
quality outcomes from their teams, ative effect on a team. This style of
your team in problem solving and and often the leader get more in-
decision making process, and edu- leadership is ideal in crisis situations,
volved to make sure that goals are to get adapted to rapid changes, and
cating them of active listening and met. The Pacesetting style doesn’t
facilitation skills. with troublesome employees. Since it
can be easily misused, leaders should
be very when setting out to develop
a Coercive leadership style. If done
well, leaders will be able to perform
well in tensed situations, manage cri-
ses with ease, will be able to think on
your feet, and make good decisions
under pressure.
Each style works best in diverse
situations, echoing differently with
your team, and creating different
results. Because of the simplicity of
the concept, anyone can learn how
to use these leadership styles. But
it’s important to keep in mind that
these styles have to be employed
based on the context and the needs
of the team.
54 | Pallikkutam | April 2021
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