SAFETY4SEA Log I June 2025 I ISSUE 104 I 49 safety4sea.com ART I CLE to align with it. / Limitation: It can sometimes be perceived as overly controlling if the leader fails to involve the team in decision-making or overlook their input 3. Affiliative leadership: it can be used to strengthen team cohesion and support crew welfare, especially after high-stress periods, interpersonal conflicts, or long voyages. The leader focuses on emotional well-being and relationships. / Limitation: Should be combined with accountability to avoid tolerating poor performance. 4. Democratic leadership: it can be used when input is valuable such as revising procedures, optimizing schedules, or resolving technical issues. The leader encourages collaboration and values diverse viewpoints. / Limitation: Can slow processes when quick decisions are needed. 5. Pacesetting leadership: it can be used when working with a skilled “Every mariner is a leader! A navigator who executes a collision-avoiding manoeuvre at two in the morning when everyone else is asleep, and one who guides his subordinate through overhauling a purifier – each one of them is a leader.”, he adds. Understanding how these styles apply onboard a vessel can enhance team cohesion, safety, and performance. 1. Coercive leadership: it can be used during emergency situations or safety-critical moments, such as fire, collision risk, or equipment failure. The leader gives direct, non-negotiable instructions to ensure rapid compliance and safety. / Limitation: Prolonged use can lower morale, reduce trust, and limit initiative. 2. Authoritative leadership: it can be used to set a new direction such as improving safety culture, increasing efficiency, or adapting to new regulations. The leader shares a clear vision and motivates the team team to meet high standards under pressure. The leader sets an example through high performance and expects others to follow suit. / Limitation: Can cause burnout or disengagement if support is lacking. 6. Coaching Leadership: it can be used to develop individual crew members or teams for future roles. The leader provides guidance, feedback, and growth opportunities, often outside urgent operational demands. / Limitation: Requires time and may not be practical in fastpaced or emergency settings. Leadership style Modus operandi Style in a phrase Emotional intelligence competencies When it works best Impact on climate #1 Coercive Demands immediate compliance Do what I tell you. Drive to achieve, initiative, self-control In a crisis, to kick-start a turnaround, or with problem employees Negative #2 Authoritative Mobilizes people toward a vision Come with me. Self-confidence, empathy, change catalyst When changes require a new vision, or when a clear direction is needed Most strongly positive #3 Affiliative Creates harmony, builds emotional bonds People come first. Empathy, building relationships, communication To heal rifts in a team or motivate people during stressful circumstances Positive #4 Democratic Forges consensus through participation What do you think? Collaboration, team leadership, communication To build buy-in or consensus, or get valuable input from employees Positive #5 Pacesetting Sets high standards for performance Do as I do, now. Conscientiousness, drive to achieve, initiative To get quick results from a competent, motivated team Often negative #6 Coaching Develops people for the future Try this. Empathy, self-awareness, developing others To help an employee improve performance or develop long-term strengths Positive
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