< p > there is a different understanding of leadership style. In the first < < a href= > //m.pmae.cn > > Leadership > /a > force, Daniel Gorman, who is known for making the word EQ popular in the world, describes six different styles of leadership. The most efficient leaders can constantly change in these styles, and adopt the most appropriate style to deal with the needs of specific moments. They can all become leaders of leadership. < /p >
< p style= "text-align: center" > img border= "0" alt= "align=" center "src=" /uploadimages/201402/18/20140218020908_sj.JPG "/" < < > >
< p > < strong > dream < /strong > < /p >.
< p > this style is most suitable for application when the organization needs direction. It allows members to move forward towards new dreams. "A dream leader can clearly point out how the team should achieve its goals when the team is advancing, so that members can freely innovate, experiment and take measurable risks." Mr. Goleman and his co authors wrote. < /p >
< p > < strong > instruction < /strong > < /p >.
< p > this one to one style focuses on the individual development of members. It requires leaders to help members improve their performance and link their individual goals with organizational goals. Mr. Goleman wrote: "the most effective guiding style of leadership is in combination with innovative and professional growth members." But if it is understood as a member's "micro management" or to undermine his / her confidence, it may fail. < /p >
< p > strong > easy-going < /strong > < /p >
< p > this style emphasizes the importance of team work and the creation of < a href= "http://m.pmae.cn/news/index_s.asp" > team /a > harmony through communication among members. Mr. Goleman stressed that this view is particularly meaningful in enhancing emotions, enhancing morale, strengthening communication and rebuilding trust. However, he objected to using this style alone because it emphasized that team encouragement could improve members' performance. He wrote, "members may think," "mediocrity is acceptable." < /p >
< p > < strong > democracy < /strong > /p >
< p > this style utilizes the knowledge and skills of members, and creates a team's commitment to achieving goals. This style is most effective when the direction of the team is not clear, and team leaders need to choose the wisdom of each team member. Mr Goleman warned: when emergencies arise and demand quick decisions, this consensus requires a unified view, which can be catastrophic when the crisis comes. < /p >
< p > < strong > go hand in hand > /strong > /p >
P style leaders usually set high requirements for members' performance. He / she is "asked to finish work better and faster, and set the same standard for everyone". But Mr Goleman warned: this style should be used with caution because it may damp down morale and let members feel that they are lagging behind. "Data show that, in more cases, going hand in hand affects the overall atmosphere," he wrote. < /p >
< p > < strong > order < /strong > < /p >.
< p > this is the classical model of "Military" style leadership. It may also be the most frequently used style, but it is often the most ineffective. Because it rarely contains commendation and < a href= "http://m.pmae.cn" > employee < /a > criticism, it combats member morale and job satisfaction. Mr. Goleman emphasized that this style is effective only when an emergency occurs. Even in modern military affairs, this style has been realized that its effectiveness is limited. < /p >