Adapted from the upcoming 'The Wall Street Journal Guide to Management' by Alan Murray, published by Harper Business.

    Leadership is less about your needs, and more about the needs of the people and the organization you are leading. Leadership styles are not something to be tried on like so many suits, to see which fits. Rather, they should be adapted to the particular demands of the situation, the particular requirements of the people involved and the particular challenges facing the organization.

    In the book 'Primal Leadership,' Daniel Goleman, who popularized the notion of 'Emotional Intelligence,' describes six different styles of leadership. The most effective leaders can move among these styles, adopting the one that meets the needs of the moment. They can all become part of the leader's repertoire.

    Visionary. This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. 'Visionary leaders articulate where a group is going, but not how it will get there setting people free to innovate, experiment, take calculated risks,' write Mr. Goleman and his coauthors.

    Coaching. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best, Mr. Goleman writes, 'with employees who show initiative and want more professional development.' But it can backfire if it's perceived as 'micromanaging' an employee, and undermines his or her self-confidence.

    Affiliative. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. Mr. Goleman argues this approach is particularly valuable 'when trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organization.' But he warns against using it alone, since its emphasis on group praise can allow poor performance to go uncorrected. 'Employees may perceive,' he writes, 'that mediocrity is tolerated.'

    Democratic. This style draws on people's knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. Mr. Goleman warns that this consensus-building approach can be disastrous in times of crisis, when urgent events demand quick decisions.

    Pacesetting. In this style, the leader sets high standards for performance. He or she is 'obsessive about doing things better and faster, and asks the same of everyone.' But Mr. Goleman warns this style should be used sparingly, because it can undercut morale and make people feel as if they are failing. 'Our data shows that, more often than not, pacesetting poisons the climate,' he writes.

    Commanding. This is classic model of 'military' style leadership probably the most often used, but the least often effective. Because it rarely involves praise and frequently employs criticism, it undercuts morale and job satisfaction. Mr. Goleman argues it is only effective in a crisis, when an urgent turnaround is needed. Even the modern military has come to recognize its limited usefulness.

    danglingdaojiushishaokaolvzishenxuqiu，duokaolvnisuolingdaoderenhetuanduidexuqiu。lingdaofenggebunengxiangyifuyiyangshilaishiqu

，kannajianheshi。xiangfan，tamenyingdangshiyingjutixingshidexuqiu、相關人等的要求以及整個團隊所麵臨的挑戰。

    在《Primal Leadership》一書中，普及了“情商”概念的丹尼爾•戈爾曼(Daniel Goleman)描miao述shu了le六liu種zhong不bu同tong的de領ling導dao風feng格ge。最zui具ju成cheng效xiao的de領ling導dao人ren可ke以yi在zai這zhe些xie風feng格ge之zhi間jian轉zhuan換huan自zi如ru，采cai用yong最zui符fu合he情qing勢shi需xu要yao的de風feng格ge。這zhe些xie風feng格ge都dou可ke能neng成cheng為wei領ling導dao人ren傍bang身shen之zhi技ji的de一yi部bu分fen。

    遠(yuan)見(jian)型(xing)。這(zhe)種(zhong)風(feng)格(ge)最(zui)適(shi)用(yong)於(yu)團(tuan)隊(dui)需(xu)要(yao)新(xin)方(fang)向(xiang)的(de)時(shi)刻(ke)。其(qi)目(mu)的(de)是(shi)讓(rang)人(ren)們(men)朝(chao)著(zhe)新(xin)的(de)共(gong)同(tong)夢(meng)想(xiang)前(qian)進(jin)。戈(ge)爾(er)曼(man)與(yu)合(he)著(zhe)者(zhe)們(men)在(zai)書(shu)中(zhong)寫(xie)道(dao)，遠(yuan)見(jian)型(xing)領(ling)導(dao)人(ren)會(hui)說(shuo)明(ming)團(tuan)隊(dui)前(qian)進(jin)的(de)目(mu)標(biao)，但(dan)不(bu)會(hui)限(xian)定(ding)達(da)到(dao)目(mu)標(biao)的(de)方(fang)式(shi)
，從(cong)而(er)讓(rang)人(ren)們(men)自(zi)由(you)地(di)去(qu)創(chuang)新(xin)、實踐、承擔計劃中的風險。

    指(zhi)導(dao)型(xing)。這(zhe)種(zhong)一(yi)對(dui)一(yi)的(de)風(feng)格(ge)重(zhong)點(dian)在(zai)於(yu)單(dan)獨(du)培(pei)養(yang)人(ren)才(cai)，教(jiao)他(ta)們(men)如(ru)何(he)改(gai)進(jin)自(zi)身(shen)表(biao)現(xian)，並(bing)幫(bang)助(zhu)將(jiang)他(ta)們(men)的(de)個(ge)人(ren)目(mu)標(biao)與(yu)團(tuan)隊(dui)的(de)目(mu)標(biao)聯(lian)係(xi)起(qi)來(lai)。戈(ge)爾(er)曼(man)寫(xie)道(dao)
，指(zhi)導(dao)型(xing)風(feng)格(ge)對(dui)於(yu)表(biao)現(xian)主(zhu)動(dong)積(ji)極(ji)、想實現更多職業發展的員工最為有效。但如果這種風格被認為對員工管得太死
，損害了員工的自信，則會適得其反。

    親qin和he型xing。這zhe種zhong風feng格ge強qiang調tiao團tuan隊dui合he作zuo的de重zhong要yao性xing，並bing通tong過guo讓rang人ren們men彼bi此ci聯lian係xi來lai營ying造zao團tuan隊dui中zhong的de和he諧xie氣qi氛fen。戈ge爾er曼man認ren為wei，在zai試shi圖tu增zeng加jia一yi個ge組zu織zhi中zhong的de團tuan隊dui和he諧xie
、提振士氣、加(jia)強(qiang)溝(gou)通(tong)或(huo)修(xiu)複(fu)受(shou)損(sun)的(de)信(xin)任(ren)時(shi)
，這(zhe)種(zhong)方(fang)法(fa)尤(you)其(qi)有(you)價(jia)值(zhi)。但(dan)他(ta)警(jing)告(gao)說(shuo)這(zhe)種(zhong)方(fang)法(fa)不(bu)能(neng)單(dan)獨(du)使(shi)用(yong)
，因(yin)為(wei)它(ta)注(zhu)重(zhong)對(dui)群(qun)體(ti)的(de)褒(bao)揚(yang)
，可(ke)能(neng)會(hui)致(zhi)使(shi)表(biao)現(xian)不(bu)好(hao)的(de)情(qing)況(kuang)得(de)不(bu)到(dao)糾(jiu)正(zheng)。他(ta)寫(xie)道(dao)，員(yuan)工(gong)可(ke)能(neng)會(hui)認(ren)為(wei)平(ping)庸(yong)是(shi)可(ke)以(yi)容(rong)忍(ren)的(de)。

    民主型。這種風格吸收人們的知識和技能，並就最終目標達成集 承諾。在團隊的發展方向未明
、lingdaorenxuyaodajiaquncequnlideqingkuangxia，minzhuxinglingdaofenggezuiweiyouxiao。geermanjinggaoshuo，zaichuxianweijideqingkuangxia，jinjideshitaiyaoqiuxunsuzuochujuece

，zhezhongjianliyizhixingdefangfakenengdailaizainanxingdehouguo。

    身先士卒型。這種風格的領導人會給工作表現設定很高的標準，很想更快、更(geng)好(hao)地(di)完(wan)成(cheng)任(ren)務(wu)
，並(bing)且(qie)對(dui)每(mei)個(ge)人(ren)都(dou)同(tong)樣(yang)要(yao)求(qiu)。但(dan)戈(ge)爾(er)曼(man)警(jing)告(gao)說(shuo)
，這(zhe)種(zhong)風(feng)格(ge)應(ying)當(dang)謹(jin)慎(shen)運(yun)用(yong)，因(yin)為(wei)它(ta)可(ke)能(neng)會(hui)打(da)擊(ji)士(shi)氣(qi)
，令(ling)員(yuan)工(gong)覺(jiao)得(de)自(zi)己(ji)很(hen)失(shi)敗(bai)。戈(ge)爾(er)曼(man)寫(xie)道(dao)，我(wo)們(men)的(de)數(shu)據(ju)表(biao)明(ming)，領(ling)導(dao)一(yi)馬(ma)當(dang)先(xian)時(shi)常(chang)破(po)壞(huai)氣(qi)氛(fen)。

    發號施令型。這就是“軍事化”領ling導dao風feng格ge的de典dian型xing模mo式shi，可ke能neng也ye是shi最zui常chang用yong的de，但dan也ye是shi最zui不bu容rong易yi收shou到dao成cheng效xiao的de。因yin為wei這zhe種zhong風feng格ge很hen少shao表biao揚yang，然ran而er經jing常chang批pi評ping
，故gu而er會hui打da擊ji員yuan工gong士shi氣qi和he對dui工gong作zuo的de滿man意yi度du。戈ge爾er曼man說shuo，這zhe種zhong風feng格ge隻zhi在zai出chu現xian危wei機ji
、需要緊急扭轉事態時有效。就連現代的軍隊也已經認識到這種方法的效用有限。