If you were to ask business people, “What do effective leaders do?” you would hear several answers. They set strategy; they motivate employees; or they create a mission. Now, if you were to ask, “What should leaders do?” you would probably hear business people reply: the leaders’’ only job is to get results. There are several leadershipstyles. Until recently no research has showed which leadership behaviors produce positive results. An effective leader should have emotional intelligence; which is the ability to manage ourselves and our relationships effectively. It consists of four fundamental capabilities: self-awareness, self-management, social awareness, and social skill. And each capability is comprised of specific sets of competencies. David McClelland was noted Harvard University psychologist. He found that leaders with strengths of six or more emotional intelligence competencies were much more effective than peers who lacked such strengths. A team of McClelland’s colleagues head by Mary Fontaine and Ruth Jacobs from Hay/McBer , tested each executive’s immediate sphere of influence for its climate. Climate is a term the refers to six key factors that influence on organization’s working environment: its flexibility, responsibility; the level of standards that people set; rewards; the clarity people have about mission and values; and the level of commitment to a common purpose. I’m going to get more detailed about the six styles of leadership. Out of all the leadership styles the coercive one is the least effective in most situations. The coercive style has a negative effect on the rewards system. Most high-performing workers seek the satisfaction of work well done. But the coercive style destroys such pride. The style also weakens one of the leader’s tools, which is to motivate people by showing them how their job fits into a shared mission. I would think this style would not be a good approach. But the research revealed a few situations when it worked...