This chapter focused on the last two styles. Though these
styles have their place in leadership, the authors feel that on their own, they
represent an emotionally unintelligent approach.
The Pacesetting Style
This style is typified by a leader who drives an aggressive pace at work. It can be useful effectively in the start up phase of a company, or it can be used when the team is highly motivated, and need little direction. In both these cases, the staff just needs someone to push or drive them to action.
They warn, however, that while pressure can energize some
people, it can also be debilitating (over time). Pace setting leaders do well
at gaining compliance from their team, but they rarely get commitment. This
style is most dangerous when coupled with a lack of empathy: a leader cannot
see the distress their fast and furious style is affecting Thursday.
The Commanding Style
This style’s motto is “Do it because I said so.” Reflective
of an extremely hierarchical leadership structure, where the boss is king and
the workers do as they’re told, this style is another that, when used by
itself, causes dissonance in the organization. There are times (of emergency or
crisis) when commanding is needed. Otherwise, however, the authors believe it’s
the most damaging style. The lack of praise and free-flowing criticism that
comes with a commanding style, can erode people’s spirits.
The authors then talk about a study that was conducted with
2 million employees of 700 US companies. They found that their length of
service with the company was directly related to their relationship with their
immediate boss.
The chapter ends with a recap of the styles and then states
that according to their work, a truly successful leader is one who masters
several the competencies, and knows how and when to apply which.
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