The Six Leadership Styles – As Defined by Daniel Goleman

Leadership is, most fundamentally, about changes. What leaders do is create the systems and organizations that managers need, and, eventually, elevate them up to a whole new level or . . . change in some basic ways to take advantage of new opportunities.
—John P. Kotter

Leadership is about influence—the ability to influence your subordinates, your peers, and your bosses in a work or organizational context. Without influence, it is impossible to be a leader. Of course, having influence means that there is a greater need on the part of leaders to exercise their influence ethically.

Leadership operates in groups. This means that leadership is about influencing a group of people who are engaged in a common goal or purpose.

Leadership includes the achievement of goals. Therefore, leadership is about directing a group of people toward the accomplishment of a task or the reaching of an endpoint through various ethically based means. Leaders direct their energies and the energies of their followers to the achievement of something together. Thus, leadership occurs in, as well as affects, contexts where people are moving in the direction of a goal.

Leaders and followers share objectives. Leadership means that leaders work with their followers to achieve objectives that they all share. Establishing shared objectives that leaders and followers can coalesce around is difficult but worth the effort. Leaders who are willing to expend time and effort in determining appropriate goals will find these goals achieved more effectively and easily if followers and leaders work together. Leader-imposed goals are generally harder and less effectively achieved than goals developed together.


Being a Better Leader

It may seem that leaders get all of the credits without having to share the pain. But great leaders know there is more to their work than visible. So much of what it takes to be a leader often goes unnoticed. The behind the scenes and after-hours, the tough decisions that need to be made, everything! Leading a distributed team is rewarding. But incredibly challenging too, especially because we care deeply about our colleagues. It is hardly easy to give honest feedback to people you really care about. It is even harder to part ways, regardless of the situation. The real truth is that leaders experience many joyful moments, along with moments of disappointment. The ongoing learning process makes one a better leader. Anyone who aspiring leadership must push on and allow challenges to shape them. Here are some of the tough lessons that every great leader will learn:

1. Trust takes time and energy.

Do not assume trust will occur naturally over time. Being likable is not the same as being trusted. You will realize that you can spend your time and energy trying to be liked or you can invest in being a trustworthy and effective leader. But you cannot do both.

2. Kindness is underrated.

You may think that your leadership position gives you license to say or do whatever you want. But a single careless comment can cause a lot of havoc. Showing kindness may be an underrated but is necessary. It can transform how you lead your team and send a clear message for how they should treat each other.

3. Words are hollow.

Your words are meaningless unless you follow through with action. So work on goals and your commitments. Proving yourself will inspire your team to support your plan and to be part of making it a success.

4. Status quo is safe.

This truth is especially tough for leaders who join a new organization. There are many others when a new leader starts who are more comfortable maintaining the status quo than embracing new challenges. You may need to evaluate your team and make some tough choices about who can break free and strive to keep getting better.

5. Power trips ensue.

Power can go to your head if you are not constantly vigilant. And even still you will have moments where ego bests humility. Good leaders invest in a daily effort to be humble and consider the work that each person is contributing. Practice putting the needs of the team before your own. The less time you spend thinking about yourself, the better. 

6. Not everyone is to stay.

You do your best to earn trust, follow through on your plans and treat others with kindness. Yet this does not ensure that everyone will stay in your organization. People leave for personal reasons or because they cannot accept change or challenges. Your job is to accept it, ensure that the person’s departure does not disrupt others, and move forward.

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Leadership Self Development

Is your emotional intelligence accurate or just an act?

It is completely possible to fake emotional intelligence. Similar to fake accessories, emotions and actions can also be faked to look like the real thing but really aren’t. With the best of intentions, we can see smart leaders charge into sensitive interactions armed with what they believe a combination of deep empathy, attuned listening, and self-awareness but in real is a way to serve their own emotional needs. It is essential to learn to spot these forgeries, especially if you are the one forging it.

Research has in fact led to the documentation of manipulative misuses of emotional intelligence — the intentionally subtle regulating of one’s emotions to engineer responses from others that might not be in their best interest. Since most people are not sociopaths, the more common misuses of emotional intelligence are in fact subconscious in order to safeguard against inadvertently falling prey to them, we need deeper levels of self-examination. Here are three of the more common counterfeits that are seen snaring well-intended leaders.

Being the hero

Empathy is one of the key components of emotional intelligence. The capacity to understand and share others’ emotions creates genuine connection and deepens trust. But a leader’s genuine desire to demonstrate care can transcend healthy boundaries in unintended ways. An example being an officer who handled a potentially volatile conversation. The goal of the conversation was to agree on how he would get the project back on track. When asked how it went, he responded with exuberant relief, “Better than I could have expected.” He went on to explain he was sure to start with empathy, and when time was right, they moved into problem solving.

Over the next two hours, the conversation revealed his need to feel indispensable completely overshadowed what he actually needed: accountability, coaching, and guidance. He felt the conversation had gone well because he felt needed. The senior thought it went great because he was no longer on the hook alone. At first, he defended his intention of being a caring and compassionate leader. But eventually he was able to see that when his expression of care turned to rescue from a difficult situation, it stopped being compassionate, and became selfish. When a leader indulges a codependent need to feel central to another person’s success, it takes away the other person’s power, making them weaker instead.

When expressing empathy for those you lead, pay attention to any need you might have to be the hero. Compassionate understanding for the challenges of others is emotionally intelligent. Rescuing them from the consequences of those challenges may be more cruel than kind.

Masquerade as an active listener. 

A fundamental social skill of emotional intelligence is being an effective listener. Being attuned to the spoken and unspoken concerns of others shows a willingness to engage ideas different from ours. Most leaders believe they listen to dissenting ideas, and are willing to have their minds changed when stronger beliefs and facts are presented. But many would also admit, if they were being honest, that letting go of being right is painful.

But unaware of the tension between a genuine desire to take in others’ views and a need to be right, leaders can feign listening while actually trying to lure others to their side without realizing they’re doing it. Trying to sound conciliatory and open-minded, each would attempt to “summarize” the other’s views with statements like, “So what I hear you saying is the only way you’ll agree to those quotas is if….” and “I’m really trying to understand your view on this, given that last month you seemed to be more aligned with….” and “I sense that you’re really frustrated right now, and I’d love to find a solution that can work for both of us, if we could just agree that…” Both believed they were genuinely interested in finding a mutually acceptable compromise. But nobody in the room saw it that way and neither of them believed it about the other. If you have strong views or a critical agenda, own it. It doesn’t mean you don’t care what others think. People are more likely to believe you’re open to hearing their ideas if they feel you’ve been straightforward about where you stand on yours.

A need for approval dressed up as self-awareness. 

Self aware leaders detect how others experience them. They solicit critical feedback from others, and accurately acknowledge their strengths and shortfalls. But i fueled by an desire for approval, self-awareness can warp into self-involvement. One executive, who prided himself on his astute self-awareness, regularly asked his team for feedback, believing he really wanted it (and on some level, he probably did). But what they saw was a neurotic plea for affirmation. In a diagnostic interview, one direct-report said, “Every time he asks how I’m doing, we all know the best thing to do is just say ‘Great,’ so we can get on with our day.” Every leader is insecure about something. Genuinely self-aware leaders face that insecurity head on, and don’t put the burden of soothing it on others.

Our ability to express emotional intelligence is sometimes impaired by unacknowledged, unhealthy, emotional needs. If you want to genuinely employ effective emotional intelligence skills, pay attention to the unaddressed scars and voids lurking beneath the surface of your inner emotional landscape. Tend to those honestly and carefully, and you’ll better be able to maintain credibility and strong relationships with others.

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Habits For Becoming A Leader

An important title or position in no way makes a person a true leader. There are people who spend their lives as managers of an organization, but they fall short in realizing their true potential for leadership. Only a true leader unlocks the potential of an organization and takes it towards success. True leaders are not born but merely adopt some behaviors that differentiate them from the rest. They make people feel important, remain attentive to the voices as well as concerns and actions of others around them.

Leadership behavior can be adopted by doing the following:

Establish Credibility:

It can be donebyearning people’s trust and respect by consistently making decisions that benefits others. The decisions should have a good impact on the people who work with and for the organization.

Informal Authority:

Formal titles and posts do give a good impression. But in reality these are shallow sources of authority trust. In such cases the said admiration is achieved by helping people and solving issues with sincerity, passion, and vision.


For being a true leader one needs to win people’s hearts. Talking to people on each level and sharing your hopes for the organization makes them feel important and needed.

Apply Golden Rule:

Everyone wishes to be treated with respect and kindness. People rarely remember the words one speaks, but remember the way they are treated. Be kind to everyone and give respect for what they do for the company or the organization.

Delivering on Promises:

Making promises is easy. But delivering on them is what takes the real effort. Avoid making commitments that cannot be fulfilled. If it takes time to fulfill the promises, then make a note to explain it to the people along with the reasons behind it.


Simply communicating by emails and texts makes one invisible. So it is advised to take time out and break free from the desk responsibilities and connect to people. The best from the colleagues and employees’ can only be achieved if they see their leader more often.

entrepreneurship Leadership

Entrepreneurship and Leadership

Entrepreneurs are leaders willing to take risk and exercise initiative, taking advantage of market opportunities by planning, organizing and deploying resources, often by innovating to create new or improving existing products or services.

Managing a company requires solid leadership skills. But being a successful entrepreneur goes beyond basic leadership practice. Entrepreneurs have to create something from nothing. They must lead people into the unknown and devise structure where there is little or none. Not all of these skills are obvious, especially to the entrepreneur. Often entrepreneurs follow their passion for an idea only to realize they need to sharpen their leadership capability. With a little luck, they figure this out before it’s too late.

A successful entrepreneur is a good leader. They take responsibility for their goals. Mother Teresa exemplified this sort of leadership responsibility and captured it eloquently in this quote written on the wall in her home for children in Calcutta:

“People are often unreasonable, irrational, and self-centered. Forgive them anyway. If you are kind, people may accuse you of selfish, ulterior motives. Be kind anyway. If you are successful, you will win some unfaithful friends and some genuine enemies. Succeed anyway. If you are honest and sincere people may deceive you. Be honest and sincere anyway.  What you spend years creating, others could destroy overnight. Create anyway. If you find serenity and happiness, some may be jealous. Be happy anyway. The good you do today, will often be forgotten.  Do good anyway.  Give the best you have, and it will never be enough. Give your best anyway.”

An entrepreneur will be tempted to say no to opportunities they don’t want to pass up when they are feeling overwhelmed. But a good entrepreneur, being a good leader, is the master of their own emotions and reactions and when they build a mindset of being unstoppable, they will find a way to make it all happen.  If as an entrepreneur, you want to say yes to an opportunity but feel that there is too much on the plate, don’t doubt, just take action and find the support needed to make it happen. The only way one can become an entrepreneur is to take a risk. They risk their time, safety, money, security, reputation and so much more.

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