It’s common for leaders to stick to one leadership style. Many do so in the name of fairness. After all, shouldn’t we be treating everyone the same? Leaders want to be supportive and give each individual what they need but, by using the exact same approach with everyone, they may miss opportunities to build authentic relationships and tailor to individual needs.
Truly effective leadership starts with critical thinking and discernment, both of which can be used to be adaptable to differing situations. However, many leaders are given the advice to treat everyone the same and be a consistent leader. While this may work in theory, in practice it does not consider the diverse aspects of each individual. Effective leadership involves changing one’s style to match varying contexts and needs.
Here are some potential leadership styles and the situations where they can be the most effective:
- The Director — This leadership style is one where the leader works side by side with their team members. The leader guides by giving clear, step-by-step instructions and telling each team member exactly what that individual needs to do. This style works best for introducing a brand-new task or development opportunity to a team member.
A team member given a new task may feel nervous about trying it out and respond by questioning the task or even procrastinating on starting it. The close support from the leader helps that person get through the first steps, giving some easy wins to build up confidence. This directive style also helps the team member to understand exactly what to do so there’s no guesswork about what success looks like.
A leader should never give their team members a new task without clear instructions or support.
- The Nurturer — This leadership style involves the leader fanning the flames of eagerness and confidence in their team members. The leader can confirm that the team members understand the task, give some initial feedback and encourage the team members to ask questions. This style is most effective when a team member is getting a new task but already feels confident and motivated to try it.
It’s possible to be so confident and excited about starting the new task, however, that the team member might not even realize there is still a need for guidance. Leaders should make sure to nurture their team members’ excitement and keep the momentum going but take moments to check in with the team members and ensure they’re on track. This will avoid overconfidence and mistakes or misinformation. The leader still drives with a new task even when the individuals feel excited about it.
A great leader doesn’t mistake the team member’s enthusiasm for ability but stays in tune and available to the team member all while helping the individual build skills.
- The Problem Solver — This leadership style is necessary for team members who know how to do a task but get stuck along the way for one reason or another. The leader might need to encourage a team member, build confidence or remove barriers. It’s important for the leader to engage in dialogue with team members who may already know how to do the task but the leader just needs to find out what is going on under the surface.
Trying to use one of the other leadership styles, especially one that gives more direction and step-by-step instruction, may frustrate some team members and cause them to regress even more. In this situation, team members might even ask for direction because of a lack of confidence. However, it is up to the leader to gauge each team member’s ability, reminding team members that they know how to do this task. For team members who hit a roadblock on the task due to changing circumstances, the leader must work with them to remove barriers and solve problems so progress can continue. If team members’ confidence or motivation to do the task has changed, the leader must encourage them.
- The Empowerer — This is the least directive leadership approach and should be used only when team members are consistently performing their task and feel confident and motivated. The leader can give autonomy to individual team members and empower them to make decisions on the task.
However, this does not mean the leader should disappear completely and never check in. Leaders should remain available to their team members and touch base periodically. The key to this leadership style is ensuring the team member does not feel abandoned but also has the ability to take ownership of the task without being micromanaged. Sometimes, it is difficult for a leader to find that balance, but it is imperative to keep their team members motivated and able to do the task.
With each of these leadership styles, the key is understanding the needs of the individual team member and adapting to those needs. Imagine using the “Empowerer” leadership approach with someone who just started in a new role, or the “Problem Solver” approach with someone who is completely self-sufficient and confident. Using the wrong leadership approach can lead to disengagement, resentment and stunted progress.
Leadership affects success and engagement on a team, so it’s important to focus on matching the correct style. Being in tune with one’s team and having that flexibility will also help when facing a multitude of other challenges, like undergoing organizational changes and building trust. Overall, an adaptable leader who gives everyone what they need is the most well-equipped for success.
While treating everyone the same for the sake of fairness may seem like great advice and certainly sticking with a comfortable leadership style can be tempting, it can be detrimental for a team. Even if a leader is encouraging and helpful, it might come across as micromanaging to some team members. Or if the leader tends to be more, giving the team more autonomy, certain team members may feel abandoned. Furthermore, a leader may even need to change style mid-conversation. Team members who have multiple tasks with differing levels of confidence or knowledge will need their leader to use a different leadership style for each one. While this might seem daunting to some, it’s important for leaders to step out of their comfort zone and meet their team members where they are.
It is easy to always lead in the style one is most comfortable with, but practicing different styles and adapting can take one’s leadership to the next level.
Suzie Bishop is vice president of Product Development at The Center for Leadership Studies, where she has spent more than a decade transforming how the Situational Leadership® Model is taught, experienced and applied by leaders worldwide. She is the co-author, with Sam Shriver, ofSituational Leadership®: The Model for Leading Others, Navigating Change, and Unlocking Performanceand the forthcoming book,Match: The Situational Coaching® Approach to Meeting Leaders Where They Are, with Marshall Goldsmith.
