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.

    當dang領ling導dao就jiu是shi少shao考kao慮lv自zi身shen需xu求qiu，多duo考kao慮lv你ni所suo領ling導dao的de人ren和he團tuan隊dui的de需xu求qiu。領ling導dao風feng格ge不bu能neng像xiang衣yi服fu一yi樣yang試shi來lai試shi去qu
，看kan哪na件jian合he適shi。相xiang反fan
，它ta們men應ying當dang適shi應ying具ju體ti形xing勢shi的de需xu求qiu
、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
、領ling導dao人ren需xu要yao大da家jia群qun策ce群qun力li的de情qing況kuang下xia，民min主zhu型xing領ling導dao風feng格ge最zui為wei有you效xiao。戈ge爾er曼man警jing告gao說shuo
，在zai出chu現xian危wei機ji的de情qing況kuang下xia
，緊jin急ji的de事shi態tai要yao求qiu迅xun速su作zuo出chu決jue策ce
，這zhe種zhong建jian立li一yi致zhi性xing的de方fang法fa可ke能neng帶dai來lai災zai難nan性xing的de後hou果guo。

    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
、genghaodiwanchengrenwu，bingqieduimeigerendoutongyangyaoqiu。dangeermanjinggaoshuo，zhezhongfenggeyingdangjinshenyunyong，yinweitakenenghuidajishiqi，lingyuangongjiaodezijihenshibai。geermanxiedao，womendeshujubiaoming，lingdaoyimadangxianshichangpohuaiqifen。

    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。