ild consensus through participation. Pacesetting leaders expect excellence and self direction, and coaching leaders develop people for the future.(Goleman)Goleman’s research found that leaders don’t necessarily rely on just any one of styles listed above. In fact, most managers use all the different styles on the job at some point or another. Many of theses management styles are practiced within the management team of Kohl’s. Through these different styles, management is able to lead in amore effective manner. Coercive leaders - Management at Kohl’s demands that each and every employee give 100% while on the job. Working as a part of the team, each employee is expected to do his/her share of the work. Authoritative leaders- Management encourages employees to work hard and continue the tradition of growth, innovation, and profitability. Affiliative leaders- Known for Team based operations, team leaders at Kohl’s create a harmonic work setting, making all employees feel comfortable with the store setting. Managers also try to develop and sustain working relationships with all employees. Democratic leaders- Participation is practically inevitable while working at Kohl’s. Managers encourage participation through contests (e.g. Kohlkeman), and jean or tennis shoe days, which usually have positive results.Pacesetting leaders- All employees are told what is expected of them and their performance. Therefore, employees work at achieving expectations and orgoals through team work and self direction. Coaching Leaders- Each new employee of Kohl’s is given extensive training within the first 3-6 weeks of employment. With this, managers hope to developleadership skills among all employees. One of the most crucial elements in being a superior leader is allowing others to have power as well. Managers who hold themselves above everyoneelse will not be as effective as those who acknowledge leadership in all the...
