I am trying to understand what the questions is asking. Consider and analyze the

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I am trying to understand what the questions is asking.

Consider and analyze the role of leadership of creative and innovative efforts from your own experience. This can include your own role as leader, or your experience of working as part of a team under the leadership of someone you found particularly ineffective due to strategy execution. Include the week’s assigned material and from previous weeks in your answer. In other words, base your answer on the theories and concepts of the course and do not just relate a personal experience.

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Question is related to Leadership skills & theories , It also wants you to write about your own experience as leader & to relate it with leadership theories.

We can take a look at the six basic leadership styles, including when they can be applied effectively and when they should be avoided:

1. Coercive Style: The coercive style seeks immediate compliance from employees. As a style that can be linked to that of a dictatorship, it can be summed up with “Do what I tell you.”

This style does come with drawbacks. It can cause people to feel devalued, and it can have a strong and overwhelming negative impact on the work climate.

The coercive style has its place, however. In a crisis such as a company turnaround, leaders may need to take this type of direct approach to produce results.

2. Authoritative Style: In the authoritative style, visionary leaders take a “firm but fair” approach that mobilizes members toward a specific goal. It’s often known as the “come with me” style.

Goleman’s study determined that this style has the most positive impact on change, closely followed by the affiliative, democratic and coaching styles. By using clear directions and providing motivation and feedback on task performance, the authoritative style’s strength is enthusiastic, long-term direction.

The authoritative style is not always practical, however. If a leader is working with a team that is more experienced than the leader, it can seem overbearing or cause the team to view the leader as being out of touch or egotistic.

3. Affiliative Style: In this “people come first” style, an affiliative leader praises and nurtures members to cultivate a sense of belonging in an organization.

Strong emotional bonds can produce loyalty in an organization. The affiliative style strengthens such connections to form a positive workspace. As a result, this style is effective in most conditions, particularly in instances that trust or morale needs to be improved. It can also be necessary when trust has been broken.

Leaders should not use this style alone. It can create a culture where poor performance or even mediocrity is tolerated. Constructive criticism is also left out in this style, meaning employees will likely stay stagnant in their workplace performance.

4. Democratic Style: The democratic style can be summed up with the question “What do you think?” Focused on getting feedback, leaders can receive valuable ideas and confirmation while building an environment of trust, commitment and respect.

In this style, the leader is open to input, which breeds decision-making and helps to motivate team members. It’s most effective when there’s a need for the team to buy into a decision or plan.

The style should be avoided when team members are not competent or informed enough to contribute. This is also the case when time is short or fresh ideas aren’t needed.

5. Coaching: Some leaders can maximize their workers’ effectiveness by acting like a coach instead of a traditional boss. In the “try this” model, leaders focus on the strengths and weaknesses of an employee in an effort to improve and encourage him or her along the way. Although it’s effective, Goleman noted that this style is used least often.

The coaching style should be avoided when employees are unwilling to learn or if the leader lacks proficiency.

6. Pacesetting: Similar to the coercive style, the pacesetting style should be used sparingly. However, according to Goleman, that’s unfortunately not the case for this “do as I do, now” style.

Pacesetting sets up high performance expectations that must be met. If that doesn’t happen, people are replaced by the leader, who also demonstrates this high-octane style. Naturally, the effort to do things better and faster often undermines the company climate. The pacesetting style can be effective at times, especially in the presence of highly motivated and competent team members.

Example: Carlos Ghosn who is currently CEO of Renault & spearheaded Nissan's merger with it & ex-CEO of Nissan. He spent intial years in Nissan just to understand its culture & then took massive resturcturing campaigns to change its foture from debt ridden company in early 2000's to among top automobile company by 2010.

His leadership techniques were both creative & innovative, as he was handling people from different natioanlity & work culture (Japanese staff) & adapted to its work culture & then made all the required changes without disturbing the inherit behaviour or culture of the company. His leadership was affiliative, democrative & coaching.

Another example of ineffective leadership can be of Lehman Brothers which was a finance giant, but due to its top management's wrong decisions had to shut down its operations in 2008 & resulted in a massive global slowdown. This is a good example of authoritative & coercive style of leadership, without much emphasis on outputs & long term results.

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