Critique: Leadership that gets results:

Critique: Leadership that gets results:

For an organization to operate successfully, numerous components are necessary, for an instance, latest technology, skilled human resources, sound financial position and many other factors. Among the above factors, human resources are the most curtail. Specially, Leaders/managers of an organization are the one who establish a clear vision and strategies to gain maximum outcomes by the effective utilization of all other resources available in the organization. In general, leader is a person in the organization or in a group that possesses the combination of skills, power and personality that makes others to follow his/her directions. Leadership is the role/functions of a leader which involves establishing a vision, developing strategies, motivating employees, providing information, knowledge, and methods to realize vision and coordinating and balancing the conflicting interest of all members.

In the article: Leadership that gets results, Daniel Goleman, focuses on the role and functions of effective leaders to spark the best performance from the employees in the organization. Although there are no quantitative researches that have demonstrated precise leadership behaviors which yield positive results, new research by the consulting firm Hay/McBer found six distinct leadership styles with different emotional intelligence.  Those leadership styles are: Coercive style, Authoritative style, Affiliative style, Demogratic style, Pacesetting style and coaching style. On their research, they linked among leadership and emotional intelligence, and climate and performance.

In this article: it is written that leaders with the best results do not relay on only one leadership style. In the real business situation also, it is very hard to stick in only one leadership style. Leader has to his/her behaviors according to demand of time.

This article offers a fine- grained understanding of how different leadership style affect performance and results; offer clear guidance on when a manager should switch between them; and strongly suggest on switching flexibility.