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The book Primal Leadership by Daniel Goleman outlines six different leadership styles. There are six types of leadership: Visionary, Authoritative, Coaching, Affiliative, Democratic, and Pacesetting. These six styles shouldn't be considered mutually exclusive, but rather overlapping and complementary. Combining different styles is the most effective way to achieve the best results. The first four leadership stylesvisionary, coaching, affiliative, and democraticare sure-fire resonance builders. Each has its own strong, positive impact on the emotional climate of an organization. The last two stylespacesetting and commandingalso have their place in a leader's tool kit. But each must be used carefully and with skill if it is to have a positive impact. When pacesetting or commanding leaders go too far, relying on these styles too often or using them recklessly, they build dissonance, not resonance.

The authors have made five discoveries about us. The first discovery that promotes self-directed learning is identifying our ideal self-image. A second discovery involves discovering the truth about us and others. In order to complete that discovery, however, we need to understand our leadership strengths and gaps - the differences and similarities between the ideal and reality. According to their third discovery, the most effective learning agenda focuses on what we want to become - our own ideal - rather than what we should be. Setting meaningful performance standards instead of self-imposed norms for success may or may not meet individual goals, but it should lead to setting meaningful standards of performance. To craft specific, manageable learning goals, it is best to tie them into goals that motivate and ignite our full range of abilities. Their fourth discovery was the reconfiguration of the brain. According to their survey, people knew where they wanted to go but did not know how to get there. In their fifth discovery, they identified the power of positive relationships in helping people achieve positive changes, particularly in friendships characterized by honesty, trust, and psychological safety.

From the examples given in Chapter 9, we learnthat leaders lack the emotional intelligence to address the reality of the group and improve team interactions. On the other hand, leaders who are capable of managing positive emotions at the right time can create teams that operate at the highest level of emotional intelligence due to their ability to identify key norms of the group. It is a simple fact that emotional intelligence leads to positive and powerful emotional experiences.

Visionary leadership-Visionary leadership is characterized by setting a long-term vision and inspiring followers to achieve it. It is most effective when a large amount of time is available, and the followers are highly motivated. Based on their research, they conclude that this visionary approach is the most effective of the six leadership styles. By reminding people of the greater purpose, a visionary leader makes mundane, everyday tasks meaningful. The employees understand that they must pursue shared goals in their own best interests. This results in inspired work. Visionary leaders use self-confidence, self-awareness, and empathy to articulate a purpose that resonates with them and is aligned with the values of their followers.

It is imperative to recognize, however, that the visionary style is not suitable for every situation. Leaders cannot adopt this approach, for example, when they are working with a team of experts or peers who have significantly more experience than they do. This is because they may view a grand vision as pompous or simply unrelated to the agenda they are working on. A misstep of this nature can lead to a climate of cynicism, which can lead to poor performance. The other limitation is that if a manager tries to be visionary but instead becomes excessively controlling, he may undermine the egalitarian spirit of team-based management.

Authoritative leadership- Resonant leaders know when to be collaborators, when to be visionary, when to listen, and when to command. An emotionally intelligent leader does all of these at the right time in the right way with the right person. Such leadership creates a climate of enthusiasm and flexibility, one where people feel invited to be at their most innovative and where they can give their best. This leader demands that orders be followed immediately, but neither explains nor defends. In the event that subordinates fail to follow orders, these leaders resort to threats. Furthermore, they seek to be closely monitored and controlled. Among all styles of leadership, using a commanding approach is ineffective. Although this leadership style has its demerits, it also has its merits of being organized and getting things done.

The Coaching leadership -The Coaching leadership style focuses on guiding and developing followers, so they are capable of learning and making decisions on their own. This style is effective when followers need guidance and time to learn. In the authoritarian style of leadership, the leader takes charge and makes decisions on their own. Short-term projects or situations where the action is needed immediately are best suited for this style. It is also possible to lead through executive coaching, in which a leader learns to become vulnerable while maintaining their image as a leader. This can be achieved by working with an executive coach, a relationship in which it is safe for leaders to explore their dreams and challenges, and where they can open up more freely in a way, they have never been able to do with anyone else in the past about their own dreams and challenges.

A coach's role is to facilitate an individual's ability to efficiently and effectively further their own learning. This is done by gathering a different and sometimes more accurate picture of what is happening in the organization. This is especially true with respect to how people experience the leader on their leadership team. The coaching process creates ongoing dialogue. Therefore, employees can listen to feedback about their performance in a more open way. This is because they are able to see it as serving their own needs and aspirations, not just those of their bosses. Even though coaching focuses on personal development rather than on accomplishing tasks, the style generally predicts an outstandingly positive emotional response and better results, almost irrespective of the other styles a leader employs.

Affiliative leadership- Affiliative leadership is centered on building relationships and enhancing harmony. Motivating team members and facilitating collaboration are best achieved with this style. Theaffiliative style can be viewed as an example of collaborative competence at work. In such a leadership role, the leader focuses on cultivating harmony and open communication, nurturing personal relationships, and building programs that extend the connective tissue between the leader and the people they lead. When a leader's empathy is evident, it makes the affiliative approach a successful means of boosting morale par excellence, providing the employees with the lift they need even as they go through mundane and repetitive work. Despite its benefits, the affiliative style should not be used alone. The style's exclusive focus on praise can allow poor performance to go uncorrected, and employees may perceive that mediocrity is tolerated. That's why many affiliative leadersincluding Joe Torreuse this style in close conjunction with the visionary approach.

Democratic leadership- In a democratic leadership style, input is solicited from members. The method works best when followers need to contribute to a quick decision. The democratic style is built on emotional intelligence abilities, teamwork and collaboration, conflict management, and influence. They know how to quell the conflict and create a sense of harmony by repairing rifts within the groups. In this type of leadership, people are involved and consulted throughout the process. There is an emphasis on participation in decision-making, as well as delegating tasks and responsibilities. As a team, they establish goals for the group, work together to solve problems and create plans to achieve them. A democratic approach works best when, like Sister Mary, the leader is uncertain about what direction to take and needs ideas from able employees.

Pacesetting leadership- The Pacesetting style is well suited to situations where rapid solutions are needed with little input from followers. Pace-setting leadership is an effective leadership style,but it should be used sparingly as it can lead to employees feeling that they are being pushed too hard by the leaders' relentless demands. This leadership style has its place in the tool chest of every leader, so it should be part of every leader's toolbox. When used sparingly, it should be limited to instances where it can be effectively used. As a leader, he sets high standards for performance. He is obsessive about improving things as quickly as possible, and he demands the same of his team members. When they aren't performing well, he intervenes immediately, and if they aren't able to rise to the occasion, he will rescue them on his own.

Before deciding on a leadership style, it is important for leaders to consider the amount of time they have at their disposal in order to achieve their goals and duties. For time-sensitive projects, it may be necessary to use a directive approach, but for open-ended assignments, a collaborative approach is likely to encourage more innovative problem-solving. It is imperative that school administrators are visionaries with great insights. They need to be competent planners since they will manage their time and be productive as well.

The Level of Interest and Expertise of the Followers - When choosing a leadership style, leaders should think about the level of interest and expertise of the followers. When the team is highly motivated and has high levels of expertise, the leader can focus on a more transformative strategy. In situations where the team has less experience or motivation, a more directed approach might be more appropriate.

Leaders should evaluate the issue(s) at hand as well as the aim(s) being pursued before choosing a leadership style. A more directed approach might be more appropriate if the goal is to create a concrete product. If the goal is to generate ideas, a more collaborative approach might be more appropriate.

Justification for Employing a Particular Leadership Style - We should think carefully about the reasons for employing a particular leadership style. It is possible to use a directorial approach to ensure that tasks are completed in a timely, efficient manner. However, it is possible to use a coaching approach to stimulate creativity and innovation. Always make sure we understand why certain leadership styles are employed. It is the leader's responsibility to do this.

It is argued by the authors that emotions are an important aspect of leadership, and that primal leadership is a dimension that largely determines whether a leader's other efforts succeed or fail. A number of examples are provided which demonstrate the importance of emotional intelligence in resonance leadership. These examples demonstrate the fact that these abilities can be cultivated and strengthened both by an individual and by an entire organization. According to the authors, this issue is of great importance not just today but will continue to be of great importance well into the future as leaders everywhere face a series of irrevocable realities driven by profound social, political, economic, and technological changes. The pace of business is escalating at an ever-accelerating rate due to an increase in the advancement of technology, the spread of e-commerce, the rapid diversification of our workforce, the globalization of our economy, and the constant ratcheting up of the pace of business.

I agree with all the six leadership styles and Part two where the authors talk about self-awareness. There is no right or wrong way to lead, and each can be used in a particular situation for achieving the desired results. We might become complacent when our goals are not met if we do not see results, as in the following quote by Goleman: "Lauer had gradually adjusted to the disappointments, frustrations, and even boredom of the practices and policies of a large corporation, like a slow boiling frog."."

The right style depends on the situation we are in and the goal we are attempting to achieve. Each of these styles has advantages and disadvantages. To get a team to embrace a new vision, you would use a visionary leadership style. However, if we want to motivate a team to perform better, we should use coaching leadership. Knowing when to use different leadership styles can help you become a better leader and a more effective team leader. And this knowledge requires Emotional intelligence,

In my undergraduate degree, I read a book called Competing Values Leadership by Kim S. Cameron which explains that in every enterprise, there are four basic values that compete: Collaborate, Create, Compete, and Control. There is a real conflict between these values for a corporation's limited resources (funding, time, and people). It is the leadership's response to the tension between these competing values that shape a company's culture, practices, products, and ultimately how they innovate and grow. A good leader knows how to balance all the values to be successful. In Primal leadership, however, I have learned that emotional intelligence is one of the essential aspects of leading any type of group.