THE NEW LEADEB Daniel Goleman's international bestseller Emotional Intelligence (1995) forever changed our concept of 'being smart', proving that emotional intelligence how we handle ourselves and our relationships matters more than [Q or technical competence. Drawing from decades of analysis within world class organisations, this research has recently been extended (Goleman, Boyatzis 8L McKee, 2002) to unveil scientific evidence that links organisational success or failure to the concept of 'primal leadership' to argue that a leader's emotions are contagious and must resonate energy and enthusiasm for an organisation to survive and thrive. This highly practical theory suggests that 'resonant' leaders excel notjust through industry savvy but also by leveraging EQ competencies such as empathy and self awareness. They also interchange among six leadership styles from visionary to coaching to commanding as the situation demands. Identifying the psychological processes through which EQ leadership can be learned, it provides a powerful framework and cutting edge insights into how leaders might develop their capability to maximise organisational performance. A E [N V RLEADER HIP TVLE This questionnaire is based on the work of George Litwin and Richard Stringer, psychologists from Harvard University. But it considers the same six distinct styles of leadership as Daniel Goleman. QRIN Read the following statements and against each statement allocate a score: This is always the of me 5 points This is often true of me 3 points This is true of me 50% of the time2 points This is largely untrue of me 1 point This is totally untrue of me 0 points My team trust me implicitly 2. I spend a lot of my time getting buy-in to ideas from my team members 3. [expect people to do as they are told, without questioning my motives 4. [am more interested in setting long term goals than in being involved in detailed day to day work 5. [delegate challenging assignments, even if they will not be accomplished quickly 6. [would prefer that team members be happy in their work than spend my time correcting each fault 7. I exemplify all the standards that I expect from my team 8. [believe in investing time in people 9. [translate the or anisation's strate into terms that the team can understH ANALYSIS Transfer your scores from the statements above to the appropriate statement numbers in the grid below to determine your leadership styles. Commanding Pacesetting Democratic Coaching Affiliative Visionary 3. 7 2 5 1 4 13. 12. 3. 6. 9 . 10 18 21. 14 11. 16. 15 24. 23. 20. 19 17. 22 25. 34. 28. 29 27. 26 31. 36. 32. 33. 30. 35 Totals8:10 . . G 6 pages . . . 26. If I believed an existing system was hampering good work, I would have no hesitation in getting rid of it 27. In giving feedback I look at the extent to which a person's work has furthered the group vision 28. I encourage people to create long-term development goals 29. I give my team members regular feedback on their performance 30. I set out where I want the team to get to, and expect them to use their initiative in getting there 31. I believe that we can always find ways to do things better and faster I make agreements with my team about their roles and responsibilities and enact development plans 33. I give the team freedom to achieve our goals 34. I believe in letting the team have a say in the way the team is managed 35. I have great self-control and expect to use my initiative alone in managing others 36. I think that team members should have a say in setting goals and objectives 5 ANALYSIS Transfer your scores from the statements above to the appropriate statement numbers in the grid below to determin your leadership styles. Commanding Pacesetting Democratic Coaching Affiliative Visionary 3. 17. 2. 5. 1. 4.9. [translate the organisation's strategy into terms that the team can understand 10. People who do not do what their leaders tell them deserve to be reprimanded immediately 11. [work hard to create a strong sense of belonging for all the team 12. [think that we can all get a good deal of insight into an issue if we discuss it as a team 13. Work should be very task-focused 14. I spend time helping staff to identify their own strengths and areas for development 15. [believe that decision-making in the organisation should be top down 16. I give my team the leeway to take calculated risks and be innovative, once I have set out the direction they should take 17 [try to set a vision and get staff to come along with me in creating that vision 18. [am not convinced the team will work with initiative if [ don't demonstrate what to do and how to do it 19. [work hard to establish strong emotional bonds between myself and my team 20. [give plentiful instruction and feedback 21. [hold a lot of meetings with my team to ensure that they are happy with the way that the team is working 22. I know what is best for my team and expect them to do whatI ask 23. Collective decision-making is the most effective form of decision-making 24. [identify poor performers and demand more from them 25. If people do not perform well enough I believe they should be quickly replaced 26. [fl believed an existing system was hampering good work, I would have no hesitation in getting rid of it 27. In giving feedback [ look at the extent to which a person's work has furthered the group vision 28. [encourage people to create long-term development goals