6個方法培養你的領導氣質

Visionary. This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. “Visionary leaders articulate where a group is going, but not how it will get there - setting people free to innovate, experiment, take calculated risks,” writes Goleman。

　　願景式(Visionary)。當一個組織需要有新的方向時，這種方式最爲合適。它的目的是鼓動人們朝着一系列新的共同願景而前進。戈爾曼寫道，願景式領導者爲團隊指明前進目標，而不是到達目標的方式，這讓人們能夠充分地創新、歷煉、承擔可能的風險。

Coaching. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best with employees who show initiative and want more professional development. But it can backfire if it's perceived as “micromanaging” an employee, and undermines his or her self-confidence。

　　輔導式(Coaching)。這種一對一的方式側重的是人員的培養，教他們學會怎樣提升績效，並幫助他們把個人目標與組織目標結合起來。在顯示出主動性、希望在專業上進一步提升的員工身上，輔導發揮的作用最大。但如果被視爲一種婆婆媽媽的管理方式，可能會適得其反，並損傷員工的自信心。

Affiliative. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. It's particular valuable when you need to improve team harmony, increase morale, and repair communication or repair broken trust in an organization. But it has its drawbacks. An excessive emphasis on group praise can allow poor performance to go uncorrected, and lead employees to believe that mediocrity will be tolerated。

　　親和式(Affiliative)。這種方式強調團隊協作的重要性，並在人與人之間建立一種紐帶，形成一個和諧的團體。當你需要在組織中增進和諧、提高士氣並修復溝通或受損的信任關係時，這種方式尤其有用。但它也有缺點。過分倚重對團隊的表揚，可能會放任低劣的績效得不到改正，並讓員工相信他們是可以碌碌無爲的。

Democratic. This style draws on people's knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. The consensus building approach can be disastrous in times of crisis, however, when urgent events demand quick decisions。

　　民主式(Democratic)。這種方式充分發揮團隊的知識和技能，共同形成目標，並樹立一種實現目標的共同意志。當組織的前進方向不明確、領導者需要利用團隊的集體智慧時，這種方式最爲有效。但在危機時刻，緊急事件需要有迅速決策，這種建立共識的方式可能帶來災難性的後果。

Pacesetting. In this style, the leader sets high standards for performance. He or she is obsessive about doing things better and faster, and asks the same of everyone. But Goleman warns this style should be used sparingly, because it can undercut morale and make people feel as if they are failing. 'Our data shows that, more often than not, pacesetting poisons the climate,' he writes。

　　標杆式(Pacesetting)。根據這種方式，領導者制定出很高的績效標準，對更好、更快有着一種執着的追求，並要求人人都像自己一樣。但戈爾曼警告說，這種方式應當少用，因爲它可能打擊士氣、讓人產生挫敗感。他寫道，我們的數據顯示，標杆式領導行爲多半會損害氛圍。

Commanding. This is the classic model of “military” style leadership - probably the most often used, but the least often effective. Because it rarely involves praise and frequently employs criticism, it can undercut morale and job satisfaction. Still, in crisis situations, when an urgent turnaround is needed, it can be an effective approach。

　　命令式(Commanding)。這是“軍事化”領導方式的典型，或許是用得最多、但奏效機會最少的方式。由於很少涉及表揚，並不斷地採取批評方法，它有可能打壓士氣和工作滿意度。但在危機情形下需要緊急扭轉局勢時，這可能是一種有效的辦法。