Affiliative. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. It's particular valuable when you need to improve team harmony, increase morale, and repair communication or repair broken trust in an organization. But it has its drawbacks. An excessive emphasis on group praise can allow poor performance to go uncorrected, and lead employees to believe that mediocrity will be tolerated.

親和式。這種方式強(qiáng)調(diào)團(tuán)隊(duì)協(xié)作的重要性，并在人與人之間建立一種紐帶，形成一個(gè)和諧的團(tuán)體。當(dāng)你需要在組織中增進(jìn)和諧、提高士氣并修復(fù)溝通或受損的信任關(guān)系時(shí)，這種方式尤其有用。但它也有缺點(diǎn)。過分倚重對(duì)團(tuán)隊(duì)的表?yè)P(yáng)，可能會(huì)放任低劣的績(jī)效得不到改正，并讓員工相信他們是可以碌碌無(wú)為的。

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. The consensus building approach can be disastrous in times of crisis, however, when urgent events demand quick decisions.

民主式。這種方式充分發(fā)揮團(tuán)隊(duì)的知識(shí)和技能，共同形成目標(biāo)，并樹立一種實(shí)現(xiàn)目標(biāo)的共同意志。當(dāng)組織的前進(jìn)方向不明確、領(lǐng)導(dǎo)者需要利用團(tuán)隊(duì)的集體智慧時(shí)，這種方式最為有效。但在危機(jī)時(shí)刻，緊急事件需要有迅速?zèng)Q策，這種建立共識(shí)的方式可能帶來災(zāi)難性的后果。

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 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.

標(biāo)桿式。根據(jù)這種方式，領(lǐng)導(dǎo)者制定出很高的績(jī)效標(biāo)準(zhǔn)，對(duì)更好、更快有著一種執(zhí)著的追求，并要求人人都像自己一樣。但戈?duì)柭嬲f，這種方式應(yīng)當(dāng)少用，因?yàn)樗赡艽驌羰繗?、讓人產(chǎn)生挫敗感。他寫道，我們的數(shù)據(jù)顯示，標(biāo)桿式領(lǐng)導(dǎo)行為多半會(huì)損害氛圍。

Commanding. This is the 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 can undercut morale and job satisfaction. Still, in crisis situations, when an urgent turnaround is needed, it can be an effective approach.

命令式。這是“軍事化”領(lǐng)導(dǎo)方式的典型，或許是用得最多、但奏效機(jī)會(huì)最少的方式。由于很少涉及表?yè)P(yáng)，并不斷地采取批評(píng)方法，它有可能打壓士氣和工作滿意度。但在危機(jī)情形下需要緊急扭轉(zhuǎn)局勢(shì)時(shí)，這可能是一種有效的辦法。

Note that what distinguishes each leadership style above is not the personal characteristics of the leader, but rather the nature and needs of those who are being led. As James MacGregor Burns argued in his path-breaking 1978 book, Leadership: “Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological and other resources so as to arouse, engage and satisfy the motives of followers.”

要注意到，區(qū)分上述不同領(lǐng)導(dǎo)方式的，不是領(lǐng)導(dǎo)者個(gè)人的性格特點(diǎn)，而是受領(lǐng)導(dǎo)者的稟性和需求。正如伯恩斯(James MacGregor Burns)在1978年的開創(chuàng)性著作《領(lǐng)導(dǎo)論》(Leadership)中所言：當(dāng)擁有特定動(dòng)機(jī)或意圖的人們調(diào)動(dòng)制度、政治、心理或其他方面的資源，并與其他人產(chǎn)生競(jìng)爭(zhēng)或沖突時(shí)，便有領(lǐng)導(dǎo)人類的行為進(jìn)行，目的是激發(fā)、調(diào)動(dòng)并滿足追隨者的動(dòng)機(jī)。

Unlike "naked power wielding," he writes, "leadership is thus inseparable from followers' needs and goals."

他寫道，領(lǐng)導(dǎo)力與“赤裸裸地行使權(quán)力”不同，領(lǐng)導(dǎo)行為與追隨者的需求和目標(biāo)密不可分。

The good leader, in other words, must understand what motivates those he or she wishes to lead.

換句話說，好的領(lǐng)導(dǎo)者必須懂得，哪些東西能夠激勵(lì)他/她希望帶領(lǐng)的那些人。

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