The democratic leader

The democratic leader uses a democratic decision-making style: this is usually acceptable for small changes or day-to-day operations when there is a great deal of cohesion and agreement in the organization. For example, managing a sales force or retail unit where all employees have a personal investment in the organization's success could use such an approach. It increases 'buy-in' and may boost morale for lower-level employees (for example, democratically deciding on a particular promotional campaign for a franchise outlet) but is too unruly to use to create a greater organizational vision.

The pace-setting leader

The pace-setting leader can be ruthless in his or her demands, but is effective in destabilizing ineffective organizational patterns. Recently, the Detroit 'Big Three' needed such a pace-setting approach to stimulate new thinking when approaching car sales and design. This type of leadership style tends to cause friction between management and workers, but it can result...

He or she assumes total command but also total responsibility for all decisions, usually during times of crisis. An example of this from the business world might be Lee Iacocca during the first bankruptcy of Chrysler during the 1980s.
It should be noted that Goleman et al. (2004) understand that to have a 'pure' leadership style would be quite unusual -- rather, their book suggests a blend of leadership styles for most organizational leaders is most appropriate. Ideally, the leader should pick and choose what styles to adopt, depending on the situation, organizational needs, and the character of the workforce. Knowing when and how to use these leadership styles requires acute emotional intelligence on the part of leaders.

Reference

Goleman, Daniel Richard Boyatzis & Annie McKee. (2004). Primal Leadership, HBS Press.