Based in part on research data from 3,871 executives, the authors distill all [?] roles into six [?] styles--which effective leaders switch between depending upon circumstances--then explain the role of EI resonance within each style.

[?] listening, the linchpin of resonance, is the crux of the first four styles.

Style 1, Visionary, describes leadership that inspires people by focusing on long-term goals. An [?] visionary leader listens to the values held by the individuals within the group, and thus can explain his or her overall goals for the [?] in a way that wins their support.

Style 2, Coaching, which is in essence management by [?], describes leadership that helps people assume [?] for a stretch of the road that leads to the organization's success. An effective coaching leader listens one-on-one to [?], establishes personal rapport and trust, and helps employees work out for themselves how their performance matters and where they can find [?] information and resources. Delegation of decision-making authority to the employee within his or her area of responsibility--including the power to make and learn from mistakes--is crucial to the [?] of this leadership style. Coaching leadership not only frees leaders from doing work for others, but fires-up and accelerates [?] and learning at all levels of the organization.

Style 3, Affiliative, describes leadership that creates a warm, people-focused [?] atmosphere. An affiliative leader listens to discover employees' emotional needs, and strives to honor and accommodate those needs in the workplace. The danger of affiliative leadership, the authors caution, is that it focuses on the emotional climate while ignoring the work itself, and thus should be used in [?] with other leadership styles such as the Visionary style.

Style 4, Democratic, describes leadership that obtains input and [?] from everyone in the group. When faced with [?] about how to proceed, a leader elicits fresh ideas and renewed participation by faithfully listening to everyone's opinions and information. The listening may be challenging, particularly in a diverse group and when sensitive issues are raised. Dangers include "dithering," as when meetings drag on for weeks without making progress.

The authors describe Styles 1-4 as "resonance builders" and contrast these to Styles 5 and 6, which they call "dissonant" styles because 5 and 6 don't [?] listening. They caution that while Styles 5 and 6 are essential under some circumstances, effective leaders use them sparingly because of their potential side-effects.

Style 5, Pacesetting, describes leadership that sets ambitious goals and continually monitors progress toward those goals. (This style is sometimes referred to as "management by objective.") Although this is a superior [?] for certain types of employees and under certain situations, the unrelenting pressure it creates over long periods of use can result in burn-out and loss of both creativity and productivity.

Style 6, Commanding, describes leadership that issues instructions without asking for input about what is to be done or how: "do it because I say so." The authors caution that while this style is [?] during a true crisis, over the long haul it erodes motivation and commitment, leading to massive turnover and a downward spiral of morale and [?]. No listening is required for this style....