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This classic Harvard Business Review article by Daniel Goleman draws on research with nearly 4,000 leaders to identify six distinct leadership styles and, crucially, the conditions under which each is most and least effective. Although written for a business audience, its framework translates directly to the research context, where the same researcher may need to lead a bid development team, manage a large multi-site delivery team, mentor an early career researcher, and navigate a difficult partner relationship – often within the same project lifecycle. The article’s central argument is that leadership style is not a fixed personality trait but a deliberate choice, and that the most effective leaders notice, and switch between styles fluidly as circumstances demand.
“Research is a team sport. Be clear whether your greatest contribution is as the ‘star striker’ or the ‘coach,’ and align your role accordingly.”
Nick Plant, Pro-Vice-Chancellor: Research and Innovation, University of Leeds. Read more from Nick.
For those leading research, four styles are especially worth developing:
- Authoritative (renamed to Visionary in later versions of the work) – setting a clear vision and giving team members freedom to find their own path to it; most useful when launching a new project or reorienting a collaboration that has lost direction.
- Democratic – building consensus and drawing on the expertise of collaborators; valuable when scoping interdisciplinary work or making shared decisions about project design.
- Affiliative – prioritising relationships and team cohesion; particularly important when assembling a new temporary team or repairing trust after a difficult period.
- Coaching – focusing on the development of individuals within the project team; useful when working with early career researchers or building capacity in partners
What will you take forward?
One thing to consider: Thinking about your current or most recent project, which leadership style did you default to? and was it the most appropriate?
“Giving space to others allows them to grow and creates time for strategic thinking.”
Jasjit Singh, Pro Dean International, Faculty of Arts, Humanities and Cultures, University of Leeds
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