Leadership That Gets Results by Daniel Goleman Results

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Reflection Essay“Leadership that Gets Results” by Daniel GolemanThe article corroborates that elements of emotional intelligence (E.I.), six leadership styles, and organizational climate are interrelated. The author has given ample examples of how one leadership style changes the way business practices are shaped, people’s (employees’) behavior, and changes business performance. The article exhibited correlations in tabular form where authoritative leadership style was found the most effective, followed by affiliative, democratic, and coaching styles. Soft skills are cultivators of emotional intelligence, considered key human capital elements (Johar, 2018). Soft skills that are personal attributes helping to interact and coordinate with people efficaciously are essential for motivating employees with cognitive and leadership strategies across all the departments and hierarchy levels (Sadq, 2019). The business domain’s dependence relies on the leader’s emotional transition to release their stress and help them in certain emotional states. The communication of a particular leadership style, such as roaring orders to the employees and creating a working environment of terror, displays the communication style of a coercive leader. It confuses the employees and is not conducive to employee engagement or retention for a long time. Undoubtedly, the author has clarified with examples that emotional intelligence, six leadership styles, and organizational climate are interrelated.However, the case does not seem compelling for certifying its position that leadership traits and emotional intelligence are based on the leader’s personality. The article does not guarantee that a certain leader who does not have control over his emotions, like self-awareness, is more coercive than any of the six leaders. The article does mean to propose that people with relatedness with people and concerns for their issues, for example, influence doing things with the employees. The employees find more connectivity in the leaders and are easily able to communicate with such leaders. Again, there is a lack of proof whether the same affiliative leader possesses an actual emotional intelligence trait of “social skill” or whether he is doing it just for the sake of “getting things done.” Since the article showed that different leadership styles are used in different situations, an affiliative leader might have used this particular style as he thought it might work. His emotional intelligence was not necessarily higher for the social skills quadrant, and he would use the same style in other companies in his future career progression. There is a possibility that “situations” in a company and the behavior or perceptions of employees of the leader might be the shapers of the leadership style. For instance, in the example of Tom for an authoritative leadership style that the author elucidated, it is conceivable he might have used the democratic style that could have worked. Regardless of the cons of the democratic style that it takes more time in meetings and gathering opinions from people, there is still a likelihood that one situation that worked once successfully might not work in another situation.

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Further, the example author gave for coercive leadership where sales and profits were falling, and the new CEO adopted a coercive leadership style to make things right instantly and on a short-term basis is similar to Joan’s situation mentioned. Joan’s leadership utilized fluid leadership with all styles in certain situations. One could assume that here coercive leadership might have produced results. It was the same situation for Joan where the…

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…management and decision-making skills that, further add to the performance of my company. Delegating with command and giving the employees flexibility to steer their working direction according to their comfort levels enhances their productivity.In my opinion, the least preferred style is coercive since employees of the current generation have changed attitudes, different from those of the past decade. Over ten years, the dimensions of the workforce have changed primarily due to recession, Covid-19, and changed discernments of employment (Milligan, 2017). Employees of today’s generation like participation and feel attached to the company when their views are acknowledged (Long, 2017). They liked giving opinions and feeling included. They prefer working in a control-free environment, which is not what coercive leadership entails.I need to incorporate a more authoritarian style in my repertoire since it states the outcomes that need to be achieved but gives the employees a free hand to adopt any working style. This is expected to instigate their innovativeness and take risks on the road to experimentation.The elements of emotional intelligence that I need to develop to be more effective are self-awareness with more self-confidence and accurate self-assessment. I also need to inherit more self-control within the self-management element as I sometimes express my emotions openly. I need to self-regulate my emotions so that their disruption does not result in short-term and long-term goals.I can develop in these areas by self-monitoring my emotions and responses. I need to practice self-discipline and setting boundaries. I would have to be generous, but when it is time to say ‘no,’ I should not hesitate. Furthermore, emotional triggers need to be under control by bending and reshaping them when communicating with….....

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