The author used an example of golf pros, who pick and choose clubs based on the demands of the shot, to illustrate the importance of switching leadership styles seamlessly for effective leaders. Based on this article, should leaders mechanically match their leadership style to fit a checklist of situations? In your opinion, what leadership styles are strongly needed to address threats in today's business environment?

According to the author's research, what are the two leadership styles that can negatively impact organizational climate and environment? What are the potential ethical issues in these leadership styles? Who might be negatively impacted?

Please Find the Attached:

For the exclusive use of J. Hins, 2019. Leadership That Gets Results The Idea in Brief Many managers mistakenly assume that leadership style is a function of personality rather than strategic choice. Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation. Research has shown that the most success- ful leaders have strengths in the following emotional intelligence competencies: self- awareness, self-regulation, motivation, empathy, and social skill. There are six basic styles of leadership; each makes use of the key components of emotional intelligence in different combinations. The best leaders don't know just one style of leadership- they're skilled at several, and have the flexi- bility to switch between styles as the cir- cumstances dictate. The Idea in Practice Managers often fail to appreciate how profoundly the organizational climate can influence fi- nancial results. It can account for nearly a third of financial performance. Organizational climate, in turn, is influenced by leadership style-by the way that managers motivate direct reports, gather and use information, make decisions, manage change initiatives, and handle crises. There are six basic leadership styles. Each derives from different emotional intelligence competencies, works best in particular situations, and affects the organizational climate in different ways. 1. The coercive style. This "Do what I say" ap- proach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situa- tions, coercive leadership inhibits the organi- zation's flexibility and dampens employees' motivation. 2. The authoritative style. An authoritative leader takes a "Come with me" approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of ex- perts who are more experienced than he is. 3. The affiliative style. The hallmark of the af- filiative leader is a "People come first" attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor per- formance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style's impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organiza- tional flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader's demands for excellenceand to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on im- mediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways. The more styles a leader has mastered, the better. In particular, being able to switch among the authoritative, affiliative, demo- cratic, and coaching styles as conditions dic- tate creates the best organizational climate and optimizes business performance. 2000 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.