Management
• “Management is doing things right; leadership is doing the right things.”
a) Discuss the following questions.
1. What is the role of a manager?
2. What is the difference between a manager and a leader?
3. What are the best qualities of a manager?
What Are The Goleman Leadership Styles?
The six Goleman leadership styles provide insight into a fundamental truth: Being the boss
doesn’t always make you the leader. In workplaces where managers are competent but
have poor interpersonal skills, employees are more likely to even consult their colleagues
for advice, The article looks at Daniel Goleman’s six styles of leadership that managers can
use depending on the situation. These styles are: coercive, authoritative, affiliative,
democratic, pacesetting, and coaching.
1. Coercive Leadership Style
Commonly referred to as "directive" or “commanding” leadership, it’s best to use coercive
leadership when you need to fix a problem quickly and effectively. For example, dealing with
a difficult employee or ‘putting out a fire’ at work.
2. Authoritative Leadership Style
You may know this one as “visionary” leadership. Authoritative leaders give their team a
general direction and goal to achieve, but let them reach that goal in whichever way they
deem appropriate.
3. Affiliative Leadership Style
An affiliative leader is all about the people. They want to create a positive work environment
for their team members and are big on giving praise. The downside, though, is that the team
rarely receives actionable advice or correction, leaving team members feeling confused and
leaderless.
4. Democratic Leadership Style
Under democratic leadership (also known as “participative” leadership), every team member
has a valued voice that management genuinely wants to hear from. These workplaces are
typically more flexible and collaborative, but that comes with a price: Longer, more frequent
meetings to discuss everyone’s opinions and hash out ideas.
5. Pacesetting Leadership Style
If you’re a pacesetting leader, you walk the walk and talk the talk daily. You know the
importance of setting a good example for your team and having high standards for the work
they produce.
6. Coaching Leadership Style
Much like its name suggests, coaching leaders focus on the personal development of their
team members, rather than just meeting work-related quotas or sales goals. They work one-
on-one with their employees to achieve excellence, which works well for employees who are
open to improvement.
b) vocabulary:
1-to demoralise / crush a-to make things easier/happen; someone who facilitates
someone’s spirit
2-to micromanage b-a motivational technique where people are offered incentives (the
carrot) to perform well, but also face punishments (the stick) if they
perform badly.
3- to bring (something) to c-an assessment of someone's performance
the table
4-to facilitate d-to offer a benefit or advantage for something
5-appraisal e-to cause someone to lose hope or confidence; to do something that
destroys a person's self-esteem.
6- carrot and stick f- to excessively control everything, including minor details, in a process.
approach
c) Using the vocabulary words above, complete the following sentences (remember
to use the correct form of the word, e.g., verb conjugation or plural noun)
1. I have my annual…………. tomorrow, and I'm a bit nervous about it.
2. We're really looking forward to working with Steve. He has worked in this industry for
years and will………... a lot ……….
3. Under the …………., the staff would receive bonuses for increasing sales, but could face
losing their job if their sales reduce.
4. The team were left completely…………… when they failed to meet their sales targets and
lost their bonuses.
5. My boss always …………...me. He calls me up every five minutes asking for an update!
6. The training course will be ………….by Anna. If you need anything, she can help you.
d) You are going to watch a TEDx Talk by Dr. Axel Zein called “The Perfect Boss.”
Watch the video here: [Link]
1. Are you engaged in your job? What makes you or your colleagues engaged or not?
2. How did you cope with the change from being an employee to becoming a manager?
Were/are you prepared to be a manager?
3. Does your department or team have a hierarchical model based on authority? How does
this kind of organization affect performance?