Daniel Goleman, in his article “Leadership That Gets Results”, has identified six different leadership styles, and he believes that good leaders will adopt one of these six styles to meet the needs of different situations.
None of the six leadership styles by Daniel Goleman are right or wrong – each may be appropriate depending on the specific context. Whilst one of the more empathetic styles is most likely to be needed to build long-term commitment, there will be occasions when a commanding style may need to be called upon, for example, when a rapid and decisive response is required.
This is the word we use when something is stuck between being and not being. Between is and is not. For example, we might say, “that shirt is red-ish.” Or, “I’m feeling sick-ish.” And sometimes, “the weather is a bit warm-ish.”
Describing things as ish is handy, because it helps us avoid committing when we’re not quite ready. And when it is used in the course of regular conversation, we tend to accept this half-way point as okay, and we carry on. We typically do not challenge convenient ish-isms.
But when is being ish not okay? What about in leadership? Is being leader-ish okay, not okay, or maybe okay-ish?
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