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with nesse, this style has the most positive impact on the overall organizational climate Use this style if you have a clear vision of the future and you can mobilize people to buy into your vision Back to our original question Which leadership style will give you the best results The answer, as you have just learned, is that it depends on the situation However, Goleman s research has shown that leaders who have mastered four or more styles, especially the authoritative, af liative, democratic, and coaching styles, and who can move seemlessly from one to the other depending on the situation, have the most positive organizational climates and the most effective business performance2 However, if you are unable to use all four styles, or if you are in doubt, use the af liative style because it likely will keep you out of trouble and give you the results you want
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Janet was brought on board as the director of sales of this small, fast-growing niche-player mail-order company A very compassionate, warm, and friendly executive David who was an af liative-type leader, led the company David had taken over the business from his father about eight years ago and had built it from negligible sales to around $20 million in annual sales currently He was an extremely hard worker 70-hour weeks were the norm and his approximately 70 employees liked, admired, and even revered him Having grown the company to its current level of success, David felt the need to bring a vice president of sales on board to help him reach the leadership team s humongous overarching goal (HOG) of $200 million in sales in 10 years For the HOG to become reality, David was especially dependent on Janet, who was charged with achieving aggressive sales targets and transforming the sales department from being primarily inbound sales-driven mailing out catalogs and then waiting for orders to also becoming outbound focused having a cadre of highly effective sales professionals who would establish long-term relationships with their customers and be proactive in generating sales Janet had been a fairly obvious choice because David had gotten to know her in her role
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of sales manager in his sister s manufacturing business, which had been sold recently Janet seemed to be just the right person to help the company achieve its HOG She was very focused, very well spoken, and seemed to t the positive organizational culture that had been built by David After coming onboard, Janet rolled up her sleeves and went to work to reorganize the sales department She drew up plans for outbound sales, reorganized the physical layout of the sales department, and changed the compensation system for the sales team She also told the inbound sales manager Tim how she expected him to deal with employees because what you ve done in the past obviously has not worked around here Janet also asked Tim to start monitoring the sales associates phones At the same time Janet focused much of her mental energy on what employees had been doing wrong and let them know about it often in an underhanded, aggressive, and public manner It only took about three weeks before Janet and Tim had their rst altercation and the rst sales associate had left the company By the end of nine months, Tim had put in his resignation I can t work for someone who constantly belittles me and tells me what I am doing wrong This is getting me so upset that I have been getting sick to my stomach and even had to see a doctor who told me that I have an ulcer, said Tim In addition to Tim, 5 of the 24 sales associates had quit as well, and complaints from others, even from customers and employees from outside the sales department, kept pouring in It was time for David to bite the bullet and let Janet go David concluded that Janet s coercive leadership style which never showed up when she interacted with him simply was not aligned with the organizational culture and that the human costs of keeping her even though her ideas and the systems she had put in place seemed to be on the right track were just too great
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