The second quadrant of management style is where the manager is still in control but less focussed on objectives and more on the people.
This quadrant is often associated with coaching behaviours; the manager is still in charge but is looking to develop the skills and abilities of the team members.
Whereas the directive style is tactical, seeking to solve short-term problems, this approach is strategic, aiming to reduce dependence on the manager under normal conditions as the team members are progressively more able to deal with issues themselves. This requires self-confidence and self-esteem.
Again, there are best-case and worst-case examples of this, again adapted from Leader Syndrome:
The Persuasive Leader:
- engages his team through cooperation, explains projects and values, stimulates, encourages, mobilizes his resources to mobilize his teams, consults for opinions and suggestions, remains accountable for every decision, is flexible on methods, supports co-workers’ initiatives and autonomy
- if the persuasive leader is pulled at the far-extreme of the 2 axis (Leader control / People-oriented) , he will turn into what is commonly presented as a charismatic leader, knowing how to inspire and energize his teams thanks to his creativity, enthusiasm and convincing power.
The Utopian leader:
- manages based on principles, mixes up explanations and adherence, puts his teams under pressure, does not accept differences, promotes changes for the sake of changing, sets unrealistic goals, does not take the reality into account, confuses innovation and creativity
Risks and recommendation:
A charismatic leader may lead his followers into the trap of blindly walking the path without questioning the direction, even if requested to do so.
A persuasive leader is less interested in the fine details and may leave junior staff unsupported when they need directive behaviour.
The Utopian leader, when under pressure, can badly damage the team’s motivation as frustration with the lack of appropriate clarity increases. This leads to a higher staff turnover.
andrew jon wright 
Interesting. I think Utopian leaders get frustrated when others don’t share their vision. They sometimes don’t appreciate the need to communicate it to others. Taking time to communicate the vision before you attempt to lead people is important.