Leadership Strategies: Empathic and Fluid.

The leadership strategies I want to employ should align with my values and the core of my artistic practices. Initially, I came across many examples of leadership drawn from business, which felt overly commercialized, or from military contexts, both seemed too rigid. To me, effective leadership can be fluid and adaptable, rather than one-dimensional, as each leadership opportunity comes with its particular context. Thus, effective leadership is not one single model that works best in every situation.

Daniel Goleman, a psychologist, writer, and science journalist, is best known for popularizing the concept of emotional intelligence. In his book Leadership: The Power of Emotional Intelligence, Goleman outlines six leadership styles, emphasizing their fluidity. He advocates for a philosophy where leaders adapt their approach to meet the needs of their team and align with the project's purpose.

I personally value the ability to shift between providing clear direction when needed and creating space for collaboration and input. This balance fosters a sense of shared purpose while ensuring decisions are made efficiently and with clarity, guided by a central figure with a vision.

The fluid leadership style Goleman describes mirrors the adaptability required in a creative process. For choreographers, adjustments are very common, embracing freedom and the unknown that ensures a valuable outcome of the project while navigating challenges that arise. In collaborative work, feedback from dancers and artistic impulses from team members must be considered for the project’s intuitive flow. I believe emotional intelligence is crucial in a choreographic process to foster trust and innovation. Adapting between different leadership styles could benefit rehearsal dynamics and collaborations, as it allows for personal attentiveness within the team, starting with the leader.

Emotional intelligence in the creative process

According to Daniel Goleman, leadership capabilities can be grouped into three categories: technical skills, cognitive abilities such as long-term thinking, and emotional intelligence, which includes effectiveness in leading change. The most effective leaders share one key trait: they adapt their leadership style, driven by their high degree in emotional intelligence.

Self-awareness is a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives. As an artistic researcher and creator, it is imperative to know your goals and values, to articulate how you arrived at a conclusion, and, most importantly, to explain why. Self-aware individuals recognize and communicate their strengths and limitations, driven by a thirst for constructive criticism. This mindset makes you not too critical, keeps options on the table, and encourages honesty with oneself and others. In a rehearsal space, self-awareness allows you to lead with confidence, ask for help when needed, and navigate the open and adaptable nature of the artistic process. It also ensures that makers remain confident in the value of their work.

Due to the personal nature of dance, self-regulation of emotional impulses, understanding how and when to communicate, and choosing words carefully set the mood in the rehearsal space. It’s important to examine the steps of the process and identify why certain tasks or approaches might not be understood by the team. This requires openness to change and new methods without allowing these shifts to create unnecessary stress. A strong artistic researcher is reflective, comfortable with change, and capable of distinguishing intuition and impulsive urges. They maintain a focus on the process rather than being fixated on the performance—the achievement, so to speak.

Empathy in the creative process involves thoughtfully considering the feelings of team members when making decisions. It means being able to sense and understand the perspectives of your collaborators, especially in an artistic environment where cross-cultural dialogue is often present. Empathy also requires an awareness of timing—knowing when to push for more and when to provide space.

Social skills, or "friendliness with a purpose," involve directing people in the direction you desire. In my movement creation practice, this translates to offering guidance and reassurance during experimentation. It also emphasizes the importance of a network; for any artist, having a web of people with various skill sets in your rolodex is invaluable. Building these connections is personal—not about how you can use others, but about whether you connect with them and whether your artistic visions can enrich one another. After all, you can’t lead a team you don’t have. (Goleman, 25-39)

The six leadership styles and my implementation

The visionary style

This is about leading with enthusiasm and a clear vision—qualities that are desired from a choreographer. A strong mission acts as the driving force behind the strategic planning of a project. When team members understand the purpose of the work, it becomes the central point of the artwork and nurtures a collaborative atmosphere within the creative process.

I’ve observed that when the vision is shared openly, collaborators are more likely to take initiative and propose ideas that strengthen the artistic process and, ultimately, the performance. An authoritative leader is a visionary, much like an artist, who motivates by demonstrating how every element of the work fits into a larger context.

Feedback becomes more productive within this framework, as it can always be viewed in relation to the goal, reducing the likelihood of it being taken personally. While there is a clear goal, this approach still supports diverse perspectives and encourages experimentation.

The coaching style

As a coaching leader, you help your team members identify their strengths and weaknesses and connect them to their aspirations. You encourage long-term development goals by challenging the dancers, knowing this investment helps them grow and, in turn, enhances the performance quality. While I understand that not every choreographer has the patience or desire to help improve their dancers, I enjoy sharing their journey and revealing their capabilities. The performance is not just about my vision but also about them.

These leaders cultivate a patient environment, understanding that the potential of a project is what truly matters. It’s not about focusing solely on the day itself—some tasks need more time to develop, inspiration doesn’t always strike immediately, and there are bound to be off-days in the creative process.

An open environment with constant dialogue is required. These creators make clear agreements about roles and responsibilities and provide ample instruction and feedback. For a dancer, this approach is positive. Knowing that their choreographer is attentive and cares for their growth allows them to feel free to experiment.

The affiliative style

A choreographer should prioritize valuing individuals and their emotions over merely achieving goals. Dance is a personal and emotional field that requires sensitivity and space to address the needs of dancers. When individuals feel cared for, communication naturally increases in a creative process, creating an environment where collaborators feel comfortable sharing ideas and inspirations.

Trust assists risk-taking by removing unnecessary imposed structures, allowing dancers the freedom to explore and approach tasks in ways that are most effective for them. An affiliative leader focuses on creating harmony within the group, stimulating dialogue between team members and capturing a sense of belonging in the group.

The democratic style

A choreographer benefits from listening to the ideas of team members. Feedback helps to refine an approach that aligns with the needs of different individuals, as the arts are inherently personal and require adaptable methods. Staying open to dancers' suggestions regarding decisions that impact their performance or how they like to approach tasks is constructive.

Flexibility and responsibility are key to this process, enabling the development of strategic plans informed by feedback. While openness to different perspectives is necessary, the choreographer must also recognize when to intervene in discussions, ensuring the overarching vision remains clear and guiding decisions accordingly.

This leadership style is effective when the choreographer feels uncertain about the direction of the work, soliciting fresh ideas to reignite the creative process. In this case, the vision, a shared framework, needs to be communicated clearly from the outset.

The pacesetting style

The approach works best when all employees are self-motivated, highly competent, and need little direction or coordination. (Goleman, 54)

I think it is also good to set the expectations of the quality you want to reach and hold yourself accountable to it. But I think the codeword here is guiding and definitely not pushing.

This style emphasizes leading by example, being a driving force that steers the group in the right direction. As a choreographer, demonstrating passion and setting high standards for yourself can inspire the dancers, who often share similar aspirations and a desire for responsibility in the process.

Being actively involved in rehearsals allows you to clearly communicate your expectations regarding the intentions and textures of the physical work. It also helps dancers better understand your vision and approach. Setting clear expectations for the desired quality and holding yourself accountable to these standards facilitates mutual respect and dedication.

However, the key is to guide rather than push. Providing support and direction ensures a constructive and collaborative environment where dancers feel encouraged to reach their potential without unnecessary pressure.

The coercive style

As a choreographer, the coercive style should be reserved for moments when decisive action is necessary. Ultimately, you bear responsibility for the performance you are creating. This approach can be effective when final decisions need to be made, or when working under a tight deadline with a clear plan that must be executed efficiently.

However, it is essential to communicate the reasons for using this approach in a creative process. It helps to maintain trust and understanding, ensuring the team feels respected even when their creative input is temporarily minimized.