LEADERSHIP CHARACTERISTICS OF ... - Drake University

extrinsic rewards. Theory X leaders tend to develop elaborate control
methods to direct their followers' behaviors. Leaders who believe their
followers want to work hard, are cooperative, seek responsibility, and are
intrinsically motivated are said to have '(Theory Y" assumptions. Theory Y
leaders create business organizations where their followers are given
information, responsibility, and opportunities for development. Each of
these respective viewpoints directly impacts leader behaviors.
Daniel Goleman advanced the work of Lewin, Lippert, and White by
proposing six distinct leadership styles based on his theory of emotional
intelligence (Goleman, 2002). These styles included the following:
coercive "do what I tell you;" authoritative "this is where we have to go;"
affiliative "we need harmony and bonding;" democratic "let's see what
everyone has to say and what most seem to want;" pacesetting "do what I
do, and you'd better follow along;" and coaching "here's an idea," "here's
how to get this done," and "here's how to do this better." Goleman
indicated that leaders who have four or more of these styles at their
disposal and who use them appropriately seem to foster the best
organizational climate and effective business performance. He wrote, "Of
course, style is no protection against foolish, ill-conceived, and
inappropriate actions" (Goleman et al., 2002).
Fiedler dominated much of the leadership research in the 1970s
and developed the contingency theory of leadership (Fiedler, 1 967). He
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