Leadership Styles: Analysis of Democratic and Pacesetting Leadership

This report analyzes two key leadership styles: democratic and pacesetting. The author argues for the effectiveness of these styles, especially in fostering employee engagement and driving high performance. The report first defines and contrasts the democratic style, which emphasizes employee input, with the pacesetting style, which sets high standards. The author then applies these leadership styles to a hypothetical scenario of founding a company, outlining a vision for a democratic and multicultural work environment. The author emphasizes the importance of optimistic employee engagement, innovation, and flexibility. The report also highlights the need for employees who are strong communicators and open to new ideas, while rejecting traditional, rigid, and xenophobic approaches. The author references relevant academic research to support the arguments. The overall focus is on creating a productive and positive organizational culture that values employee contribution and high performance.

Running head: ORGANIZATIONAL LEADERSHIP
ORGANIZATIONAL LEADERSHIP
Name of the student
Name of the university
Author Note

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Question 1
If I am given the responsibility of management in an organization, I would select the
“democratic style” and “pacesetting style” of leadership (Goleman). Democratic leadership style
is associated with giving every employee a voice in decisions, which builds organizational
flexibility and responsibility and also generating new, creative ideas within the workforce. On
the other hand, pacesetting style of leadership is where the leader sets high standards of
performance and provides a positive impact on the employees who are self motivated and highly
competent. Both the democratic and pacesetting style of leadership would allow an organization
to reach to the pinnacle of success because both of the leadership styles are highly efficient and
effective when it comes to engage, tackle and manage the employees of the new generation. As I
am a liberal, highly competitive, self critical but optimistic kind of person, I believe that the best
way to deal with the employees of today is not by following the archaic or traditional methods of
leadership (coercive or authoritative), rather, providing a platform for the employees to bloom
and perform according to their abilities is the new vogue of management. Apart from that, an
optimistic and energetic leader would encourage the employees to be optimistic and energetic as
well. Therefore, by practicing pacesetting style of leadership, I believe that I am able to instill
energy and zeal in the mind of the employees to encourage them to exhibit their best
performance for the sake of the organization.
Question 2
If I become a founder- CEO of a company that I might start, the organizational culture
and environment of my company would be democratic and liberal. I would be eager to build a
kind of an environment where the employees would be self- critical and always concerned about

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their position in the company and also stay focused in their work but in an optimistic way. I
believe in creating a situation for the employees in the workplace where they would not only be
focused to their work but also celebrate their success with utmost happiness. As I believe in
setting higher standards in terms of performance and business goals, I also know where to draw
the line. I do not have unrealistic goals. I have realistic and achievable expectations which are
fueled by my optimistic and positive employee engagement techniques within the workforce.
Such optimistic employee engagement approaches, I believe, would facilitate in increasing the
productivity of the employees and the organization as a whole. My company would also
propagate and practice multiculturalism and diversity for better productivity (Hbr.org. 2015).
Employees who would be excellent in verbal and written communication, flexible, liberal and
innovative would be welcomed in my company. As I am a liberal and a freethinker, I would
appreciate the employees who would be able to think out of the box, specifically and
unconventionally. Employees who follow traditional concepts and pose resistance to change or
show xenophobic traits would not be welcomed in my company.

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References:
Goleman, Daniel. "Leadership that gets results." Harvard business review 78.2 (2000): 4-17.
Hbr.org. 2015. Available at: https://hbr.org/2015/12/getting-to-si-ja-oui-hai-and-da