CHAPTER 3: LEADERSHIP STYLES

Question 1

It’s likely someone who has touched our lives with kindness, selflessness, and authority. As defined by Merriam-Webster, the transitive verb _____ means “to guide on a way especially by going in advance.”

Answer 1

lead

Question 2

In this chapter, we delve into the SIX DISTINCT emotional leadership styles as defined by Daniel Goleman, Richard Boyatzis, and Annie McKee in their seminal 2002 book, Primal Leadership.

1) VISIONARY

2) COACHING

3) AFFILIATIVE

4) DEMOCRATIC

5)

6) COMMANDING

Answer 2

5) PACESETTING

Question 3

The goal is to “know thyself” in an intimate, emotionally intelligent manner so you can positively influence and ______ your organization.

Answer 3

impact

Question 4

VISIONARY:

A visionary leader sees ________ where others do not. Visionary leadership is for dreamers and doers alike, and it’s inspired by the creative imagination.

Answer 4

potential

Question 5

VISIONARY:

As Walt Disney famously once said, “If you can _____ it, you can do it.”

(p. 54).

Answer 5

dream

Question 6

VISIONARY:

Visionary leaders set a grand course before them and use their powerful _________ and eye for change to bring others along with them on a magnificent journey.

(p. 54).

Answer 6

self-confidence

Question 7

VISIONARY:

Visionary leaders do three things particularly well:

1) They _____

2) They care passionately about their culture

3) They anticipate change and are well prepared

(p. 54).

Answer 7

1) They listen

Question 8

VISIONARY

1) They listen

Through empathy and a desire to understand what will motivate people to join them on the journey, visionary leaders practice deep listening. They let their followers know how important they are, and how valued their input is. They ____________ on what’s working and what’s not. Every day they ask, “What can we do to get better?”

(p. 54).

Answer 8

solicit feedback

Question 9

VISIONARY

2) They care passionately about their culture,

which is another way of saying they care about the welfare of their people. They’re able to clearly articulate where they want to go, as well as the significance of why this will benefit their employees and the _________ as a whole. They’re in the business of people as well as strategy and unique ideas, because they know that is business at its finest.

(p. 54).

Answer 9

organization

Question 10

VISIONARY

They anticipate change and are well prepared. In other words, they have a plan. They’re crystal clear on their strategy and the _________ that lead to a successful business operation: vision, purpose, mission, and values. They set the bar high for goals and can adapt their strategy to the ever-changing market. They’re nimble and flexible.

(p. 54).

Answer 10

fundamentals

Question 11

VISIONARY

Visionary leaders back their vision with ____ and drive. What is drive? It’s the foundational result when ambition meets enthusiasm meets belief. Without a leader’s drive to succeed, even the best product or idea will fall flat.

(p. 55).

Answer 11

grit

Question 12

VISIONARY

A visionary leader’s ambition must continuously power their _______, which renews employees’ belief that they’re doing something special. This journey is as much emotional as it is mental, and it’s a challenge for a visionary leader to bring their best in these areas every day.

(p. 55).

Answer 12

enthusiasm

Question 13

VISIONARY

Pierre Omidyar, the founder of eBay, was born with the gift of _______ leadership guided by clarity. Using his vision and ability to lift others up with him, Omidyar created an online marketplace for millions of people to buy and sell, well, everything.

(p. 55).

Answer 13

inspirational

Question 14

VISIONARY

“Instead of telling my executives what to do, I should try to inspire them with a _____ of where we’re going and let them translate that in their own terms, based on their own experience, their own expertise. Inspiration is much more effective than delegation.”

(p. 55).

Answer 14

vision

Question 15

VISIONARY

He let former CEO _________ do her job without micromanaging every part of his business. Under her tenure, eBay flourished and grew exponentially, becoming a multi-billion-dollar company.

(p. 56).

Answer 15

Meg Whitman

Question 16

VISIONARY

Persuasion, in its purest and noblest form, is part of ________, which is a huge element of emotional intelligence. Successful visionary leaders stoke the fires inside people they lead to get them on board with their vision.

(p. 56).

Answer 16

passion

Question 17

VISIONARY

According to an article in Harvard Business Review, “. . . people will only take ownership of strategic change if they are consistently persuaded by its ______.”26 When those qualities tie back to business objectives, you have a winning combination.

(P.56)

Answer 17

Value

Question 18

VISIONARY

Lynda Weinman is an inspirational launching point for leaders aiming to bring their skills, _______, and passions to the masses.

(p. 56).

Answer 18

experiences

Question 19

VISIONARY

Those columns became the foundation of an industry-changing book, Designing Web Graphics, which sold hundreds of thousands of copies. From there, she knew she was on to something. She created Lynda.com in an effort to share her passion and __________ for web design with the world.

(p. 56).

Answer 19

enthusiasm

Question 20

COACHING

The “How can I help you?” attitude becomes a way of life for the coaching leader, because this mind-set attracts the right _______, which lead to the right opportunities.

(p. 57).

Answer 20

relationships

Question 21

COACHING

Beyond the business benefits, coaching leaders empower their employees and ask them to think deeper about their development and future than they have before. The coaching leader knows that the organization’s goals can be achieved when there is symmetry with the individuals’ goals. This relationship is best when it works in a reciprocal manner.

Answer 21

deeper

Question 22

COACHING

Coaching leaders are highly skilled at breaking down the steps from point A to point B into clearly defined tasks that become _________ that match up with an individual’s personal development plan.

Answer 22

milestones

Question 23

COACHING

Coaching leaders are servant leaders. Empathy, ________, and vulnerability are baked into this leadership style, and these leaders approach each situation with this mind-set and with the goal of touching the hearts of the people they lead and learning what’s going on in their personal lives.

Answer 23

altruism

Question 24

COACHING

The best opportunities arise when people recognize a ________ desire to help others without the expectation of anything in return.

Answer 24

genuine

Question 25

COACHING Coaching leaders know that the more they exercise this muscle, the less they worry about personal returns, which actually takes the ________ off their ability to lead.

Answer 25

pressure

Question 26

COACHING However, one constant remains: We always have control over two things: our _____ and our effort. Few leaders understand and embody this maxim better than two-time national-championship-winning coach Jay Wright. Coach Wright has mastered the ability to communicate this to his players, motivate and discipline them, and execute this maxim.

Answer 26

attitude

Question 27

COACHING IQ will get you a seat at the table, no doubt. But whether we’re talking about Division 1 college basketball or leading the sales organization for a large technology company, it is _______ ________ that will help you advance further.

Answer 27

Emotional intelligence

Question 28

COACHING At the biggest stages of competition, it’s not always about strategy. It’s about how much we want to succeed. How powerful and indomitable our spirit is. How ______ we are to do what it takes to win. Think about this in terms of being a coaching leader. You can have the best strategy in the world, but it won’t matter if your employees don’t buy in.

Answer 28

willing

Question 29

COACHING Coaching leaders appeal to people’s positive emotions in an authentic, ________ way by taking the time to get to know them and understand what motivates them.

Answer 29

genuine

Question 30

COACHING A coaching leader’s greatest gesture is to give employees the gift of _________, to help them think bolder and more ambitiously than they ever have before.

Answer 30

self-discovery

Question 31

COACHING They empower people with new information, new ideas, and _______ with them on strategy, but they allow their people to discover what it means to be a true leader for themselves. That’s the mark of a great coaching leader, and one of the most powerful examples of the human spirit of connection.

Answer 31

partner

Question 32

AFFILIATION The affiliative leadership style begins with ________.

Answer 32

harmony

Question 33

AFFILIATION Herb Kelleher, Southwest Airlines At the heart of his people-first mind-set was relationship-building. He wanted to personally connect with every one of his employees and let them know he cared. In good times and bad, he was the public face and led with his famous “__________,” one of the core values of the airline.

Answer 33

warrior spirit

Question 34

AFFILIATION An affiliative leader builds relationship ______ and manages conflict as it arises within a team.

Answer 34

capital

Question 35

AFFILIATION An affiliative leader 1) bridges communications gaps, 2) enables managers and employees through empathy and empowerment, and 3) steps in to ______ when necessary.

Answer 35

mediate

Question 36

AFFILIATION Affiliative leaders place a high value on the ________ wants and needs of the people they serve.

Answer 36

emotional

Question 37

AFFILIATION We cannot do it all for someone else. We can’t do their job and ours. Each person in a business or personal relationship has to do their best to meet in the middle and give of themselves to make things work. Affiliative leaders understand this, and do their best to create _______ between those they lead.

Answer 37

synergy

Question 38

AFFILIATION Teaching, _______, and empowering others creates a bond that leaves a positive imprint. It helps reduce stress, eases organizational tension, and lets people know that you are a well-intentioned leader who cares.

Answer 38

listening

Question 39

AFFILIATION Take this, as observed by the Greater Good Science Center at University of California, Berkeley: “A recent article published in The Journal of Positive Psychology by Daryl Van Tongeren and his colleagues sought to examine this relationship [how kindness and happiness help us find purpose]. In a preliminary study, the researchers asked over ________ to report on how frequently they engage in different altruistic behaviors (such as volunteering) and how meaningful their life feels. Participants who were more altruistic reported a greater sense of purpose and meaning in their lives.”

Answer 39

400 participants

Question 40

AFFILIATION He’s a calm, reassuring voice that recognizes how much EQ is needed in the workplace to foster a positive culture and to allow employees to perform at their best: “What I realize more than ever now is that my job is curation of our culture. If you don’t focus on creating a culture that allows people to do their best work, then you’ve created nothing.”

Answer 40

Satya Nadella (The CEO of Microsoft who followed Steve Ballmer)

Question 41

AFFILIATION “It’s so critical for leaders not to freak people out, but to give them air cover to solve the real problem. If people are doing things out of fear, it’s hard or impossible to actually drive any innovation.”

Answer 41

Satya Nadella (The CEO of Microsoft who followed Steve Ballmer)

Question 42

POOR LEADERSHIP Getting more specific, here are some hallmark examples of poor leadership: • Lack of accountability • “I” before “We,” which usually forms a smashing cocktail with “Taking all the _____ for something that wasn’t his/her own idea or work product” • Negative attitude and operating from a position of fear • Overbearing and exerting far too much control in situations where it’s unnecessary • Closed to feedback; cynical mind-set focused only on bottom-line results • No investment in employees’ personal and professional development

Answer 42

credit

Question 43

POOR LEADERSHIP 1) We remember the infamous case of Michael Brown, former administrator of the Federal Emergency Management Agency (FEMA) during Hurricane Katrina, whose slow response affected the lives of thousands of citizens. 2) Remember Kay Whitmore of Eastman Kodak, who didn’t ____________ in the early 1990s as photography became more digital? His background and experience had been in film, and as technology changed, Whitmore simply didn’t recognize or react to the new frontier his industry was entering.

Answer 43

evolve with the times

Question 44

POOR LEADERSHIP What we see in these examples is a lack of adaptability, social skills, and self awareness.

Answer 44

In regards to: 1) Michael Brown (Katrina) 2) Eastman Kodak (Kodak)

Question 45

POOR LEADERSHIP Inspirational and motivational leadership must be backed with 1) substance, 2) and ability to connect with employees, and 3) an ability to _______ in the face of adversity and 4) make intelligent decisions.

Answer 45

stand up

Question 46

DEMOCRATIC: Every great democratic leader will tell you that the secret to their leadership success is building powerful, _________ relationships that translate to collaborative teams.

Answer 46

personalized

Question 47

DEMOCRATIC: At the ______ of democratic leadership is a great listening ear and a mind-set of teamwork, which creates the expectations and promulgation of communication and new ideas from employees.

Answer 47

heart

Question 48

DEMOCRATIC: Democratic leaders perpetually operate in a _______ relationship: They inspire and make the people around them better, and they're inspired and made better by the people around them.

Answer 48

reciprocal

Question 49

DEMOCRATIC: An exemplary model of democratic leadership is the incredibly successful CEO of Stitch Fix, _________. In 2017 she became the youngest woman founder ever to lead an IPO.36 Today her company is worth approximately $2.8 billion, and in 2018 brought in revenue of $1.2 billion.

Answer 49

Katrina Lake

Question 50

DEMOCRATIC: Think about it: You hire the best people for a reason, not for them to be told what to do but rather to include them, inspire them, and encourage them to lift their ______ and be involved.

Answer 50

voices

Question 51

DEMOCRATIC: A potential _______ of democratic leadership is having too many people involved in the decision-making process, thus leading to delays.

Answer 51

downside

Question 52

DEMOCRATIC: This leadership style might also lead to ________ if employees feel that the leader isn’t enough of an authority figure. We see democratic leadership more these days in flat organizational structures, but it still works best when there is a clear decision-maker who can move swiftly when required.

Answer 52

complacency

Question 53

DEMOCRATIC: Relationships are at the ______ of business at all levels.

Answer 53

heart

Question 54

DEMOCRATIC: As Dr. Guy Itzchakov and Avraham Kluger write in the Harvard Business Review: “Listening resembles a ______. It requires training, persistence, effort, and most importantly, the intention to become a good listener. It requires clearing your mind from internal and external noise—and if this isn’t possible, postponing a conversation for when you can truly listen without being distracted.”

Answer 54

muscle

Question 55

DEMOCRATIC: As Dr. Stephen Covey once said, “It’s a win-win.”

Answer 55

Listening with intent and concern allows you to be appreciated more and prices valuable information.

Question 56

PACESTTING: Pacesetting leaders play an _______ game at all times and expect their employees to rise to the standard of performance and level of competition. Pacesetters thrive on competition, both with themselves and also with internal and external sources.

Answer 56

up-tempo

Question 57

PACESTTING: At their best, pacesetting leaders inspire _______ and get their employees to perform at their highest level while also taking the time to explain the purpose behind what they’re doing.

Answer 57

creativity

Question 58

PACESTTING: The danger to the organization is when they become too competitive and the organization operates in _____ for an extended period of time.

Answer 58

overdrive

Question 59

PACESTTING: Pacesetting leaders excel when they’re paired with _____-____ teams comprised of talented individuals who don’t mind the challenge of working in high-pressure environments.

Answer 59

high-performing

Question 60

PACESTTING: A stellar example of a pacesetting leader is Richard Branson, who said, “My number one rule in business, and in life, is to _____ what you do. Running a business involves long hours and hard decisions; if you don’t have the passion to keep you going, your business will more than likely fail.”

Answer 60

enjoy

Question 61

PACESTTING: Take Branson’s perspective on how he fortified his mind-set into becoming an incredible winner in business: “My mother drummed into me from an early age that I should not spend much time ________ the past. I try to bring that discipline to my business career. Over the years, my team and I have not let mistakes, failures or mishaps get us down. Instead, even when a venture has failed, we try to look for opportunities, to see whether we can capitalize on another gap in the market."

Answer 61

regretting

Question 62

PACESTTING: Leadership is a _______, and it’s detrimental to drive people hard all the time. When it’s always “busy” season, employees can experience burnout and become disillusioned.

Answer 62

marathon

Question 63

PACESTTING: In the long term, however, it can ________ relationships and sour the culture as employees look elsewhere for a better work-life balance.

Answer 63

fracture

Question 64

COMMANDING When asked to think of a _______ leader, people often think of commanding leaders. These leaders have ambitious goals and are competitive, driven, and assertive.

Answer 64

TRADITIONAL

Question 65

COMMANDING While it’s important to push hard for results, leaders must exercise ____-____ to avoid pushing people too far over the edge. One effective way to balance the commanding style with an emotionally intelligent approach is for leaders to explain themselves in an empathetic way to individuals, perhaps after addressing a group as a whole.

Answer 65

self-control

Question 66

COMMANDING A command leadership style is meant for __________ like crises and emergencies. The problem with a commanding leader is that eventually people will learn to fear and not respect this person.

Answer 66

unique situations

Question 67

COMMANDING Fear drives their influence, and trust is breached when employees lose _____. It’s extraordinarily difficult for any leader to regain trust.

Answer 67

respect

Question 68

COMMANDING The commanding style is best suited for situations in which a leader is thrust into an extremely _______ set of circumstances. Leaders who place high demands on the people they lead, and even raise their voice or challenge them publicly to meet metrics of performance, are best served by having already built a relationship on common values.

Answer 68

difficult

Question 69

COMMANDING When we feel a commanding style is needed, we must make sure to understand the _______ that can come from it. We risk alienating people, especially those in our inner circle. We risk attrition—watching our best people leave.

Answer 69

ramifications

Question 70

COMMANDING The benefits involve getting people to mobilize ______, and with expedited action, but this leadership style works best when combined with a keen self-awareness and mindful approach of empathy.

Answer 70

quickly

Question 71

COMMANDING A great model of this balance is one of the most revered American military figures in modern history, General ________, who said, “Leaders must embed their own sense of purpose into the heart and soul of every follower. The purpose starts from the leader at the top, and through infectious, dynamic, passionate leadership, it is driven down through the organization.”

Answer 71

Colin Powell

Question 72

COMMANDING I never saw a good unit that wasn’t always stretching to meet a higher standard . . . Standards must be ______ and the leaders must provide the means to get there.”

Answer 72

achievable

Question 73

COMMANDING Commanding leaders must be ______ of long term repercussions to the organization; it is here, especially, where a high degree of self-awareness is required to be effective.

Answer 73

mindful

Question 74

YOUR LEADERSHIP STYLE: 1. Consider the style of leadership you actually use in your job, and then _____ the six styles of leadership in descending order of importance for you (visionary, coaching, affiliative, democratic, pacesetting, and commanding). What are your thoughts looking at your rank-ordered list? 2. What leadership style do you currently use that you feel is most to your advantage? 3. What leadership style do you not use as much that you think could help you most? List particular situations you face to help clarify your thoughts. 4. List three positive and three negative attributes for each leadership style as they specifically pertain to your role in your current organization. How can you integrate (and eliminate) styles to become a more emotionally intelligent leader? 5. What leadership style would you most frequently like to experience? The beauty of leadership styles is that they are situational (we’ll talk later about situational leadership), but usually leaders predominantly exhibit one style over others.

Answer 74

RANK

Question 75

YOUR LEADERSHIP STYLE: Keeping in mind the _____ pillars of EQ—self-awareness, self-management, motivation, empathy, and social skill—this assessment is truly an exercise in self-awareness and social skill.

Answer 75

five

Question 76

YOUR LEADERSHIP STYLE: To experience leadership, you have to ______ yourself in it as the practitioner and as the “end user.”

Answer 76

immerse

Question 77

TAKEAWAY No matter the leadership style you choose to adopt in a given situation, take the time to _____ in the people you lead. The time to do that is always now.

Answer 77

invest

Question 78

TAKEAWAY Lynda Weinman built an online learning empire by having the self-awareness and_______ to create courses in web design—and beyond—that were evolving at the speed of technology, beginning with an understanding of what people really needed.

Answer 78

adaptability

Question 79

TAKEAWAY: Study the descriptions and determine which one most suits your personality. And remember: You can always adapt and approach each situation in the way that will _____ your team and organization best.

Answer 79

serve