In the realm of leadership, Daniel Goleman is a name that resonates with profound impact. His pioneering work on emotional intelligence has dramatically reshaped the understanding of what constitutes an effective leadership style.

In his seminal Harvard Business Review article, “What Makes a Leader?” Goleman delves into the qualities that set truly effective leaders apart from others. This article will explore the key aspects of Goleman’s insights and illustrate how they are applicable to leadership in today’s ever-evolving world.

Understanding Emotional Intelligence

At the heart of Goleman’s leadership philosophy lies the concept of emotional intelligence. This concept is not just an additional asset but a crucial foundation for leadership at every level. Emotional intelligence refers to the ability to recognize, comprehend, and manage one’s emotions as well as the emotions of others. Goleman posits that emotional intelligence surpasses traditional metrics like IQ or technical skills when it comes to leadership success.

The Five Components of Emotional Intelligence

Goleman identifies five critical components of emotional intelligence that are essential for effective leadership:

Self-awareness

Leaders must possess a profound understanding of their own emotions, strengths, weaknesses, and values. This self-awareness fosters informed decision-making and helps leaders stay grounded, even in challenging situations. By acknowledging their limitations, leaders can better leverage their strengths and seek growth in areas of weakness.

Self-regulation

The ability to control or redirect disruptive emotions and impulses is vital for leaders. Practicing emotional self-regulation makes leaders more adaptable and less prone to impulsive decisions. Leaders who master self-regulation can maintain their composure, even under pressure, setting a positive example for their teams.

Motivation

Effective leaders are driven by an intrinsic desire to achieve goals. Their motivation is not solely about external rewards but is deeply rooted in a sense of purpose. This internal drive fuels their enthusiasm and perseverance, inspiring their teams to strive for excellence and overcome obstacles.

Empathy

Empathy, the ability to understand and share the feelings of others, is crucial for building rapport and developing strong relationships. Empathetic leaders can connect with their team members on a personal level, fostering trust and open communication. This understanding enables leaders to tailor their approach to meet the unique needs of each team member.

Social Skills

Leaders with strong social skills can adeptly manage relationships, influence others, and build effective networks. These leaders excel in conflict resolution and collaboration, creating an environment where teamwork thrives. Their ability to communicate effectively enhances their influence and fosters a culture of cooperation.

The Importance of Emotional Intelligence in Leadership

Goleman emphasizes that emotional intelligence is not merely a supplementary skill but a fundamental requirement for effective leadership. Research consistently shows that leaders with high emotional intelligence cultivate positive work environments, enhance employee engagement, and drive superior business outcomes.

Real-World Applications

In real-world scenarios, leaders with high emotional intelligence navigate complex situations with remarkable ease. During organizational changes or crises, these leaders maintain their composure, providing reassurance and clear guidance to their teams. Their ability to understand diverse perspectives allows them to mediate conflicts effectively, fostering a sense of unity.

Emotional Intelligence vs. Traditional Leadership Skills

While technical skills and cognitive abilities hold their importance, they alone are insufficient for leadership excellence. Goleman argues that emotional intelligence often plays a more pivotal role in leadership success. Rather than dismissing traditional skills, leaders should integrate them with emotional intelligence to achieve a balanced and holistic leadership approach.

Cultivating Emotional Intelligence in Organisations

Organisations are increasingly recognising the value of emotional intelligence in leadership. Many are integrating emotional intelligence training into their leadership development programs to cultivate leaders who are not only technically competent but also emotionally adept. By fostering emotional intelligence, organizations aim to develop leaders who can effectively manage themselves and others.

Developing Emotional Intelligence

The encouraging news is that emotional intelligence is not a fixed trait but a skill that can be developed and enhanced. Unlike IQ, which remains relatively stable, emotional intelligence can be cultivated through conscious effort and practice.

Steps to Improve Emotional Intelligence

Self-reflection

Regular self-reflection is essential for enhancing self-awareness. Taking time to reflect on one’s emotions and reactions provides valuable insights into personal growth. Practices such as journaling, prayer or meditation can facilitate this process, allowing leaders to better understand their emotional landscape.

Seek Feedback

Feedback from peers, coaches, mentors, and team members is invaluable for gaining insight into emotional strengths and areas for improvement. Constructive feedback provides a fresh perspective, helping leaders identify blind spots and areas where they can enhance their emotional intelligence.

Practice Empathy

Actively listening to others and putting oneself in their shoes is a powerful way to practice empathy. This skill enhances the ability to understand and connect with people on a deeper level, fostering stronger relationships and more effective communication.

Manage Stress

Learning stress-reduction techniques, such as deep breathing exercises or mindfulness practices, is crucial for improving self-regulation. These techniques empower leaders to manage stress effectively, allowing them to remain calm and composed in challenging situations or crises.

Enhance Communication Skills

Clear and assertive communication is a cornerstone of strong social skills. Leaders should work on honing their communication abilities to ensure that their messages are conveyed effectively. Enhanced communication skills contribute to better relationship management and conflict resolution.

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Goleman’s Impact on Modern Leadership

Daniel Goleman’s work has profoundly influenced how organisations approach leadership development. Many companies now incorporate emotional intelligence training into their programs, seeking to cultivate leaders who are not only proficient in their fields but also skilled in managing themselves and others.

The Role of Emotional Intelligence in Team Dynamics

Leaders with high emotional intelligence significantly contribute to healthier team dynamics, speeding through the stages of team development. They possess the ability to recognise and address emotional undercurrents in group interactions, leading to more cohesive and collaborative teams. By proactively managing emotions, these leaders create a thinking environment where trust and cooperation flourish.

Emotional Intelligence in Diverse Work Environments

In today’s global and multicultural workplaces, emotional intelligence is becoming increasingly important. Leaders must navigate cultural differences and communicate effectively with diverse teams. Goleman’s insights offer a framework for understanding and managing these complexities, enabling leaders to lead inclusively and empathetically.

The Future of Leadership with Emotional Intelligence

As the business landscape continues to evolve, the importance of emotional intelligence in leadership is expected to grow. Organizations that prioritise the development of emotional intelligence are likely to see positive impacts on employee satisfaction, retention, and overall performance. Goleman’s work provides a valuable guide for leaders aiming to thrive in the future.

What Makes a Leader? For Goleman, The Answer is Emotional Intelligence.

Daniel Goleman’s exploration of emotional intelligence in leadership highlights the qualities that truly set great leaders apart. By focusing on self-awareness, self-regulation, motivation, empathy, and social skills, leaders can enhance their effectiveness and foster more positive, productive work environments. As we continue to navigate the challenges of modern leadership, Goleman’s work remains a valuable guide for those seeking to lead with emotional intelligence.

Incorporating these principles into your leadership approach can lead to more meaningful connections with your team and greater success in achieving organizational goals. Embracing emotional intelligence not only benefits individual leaders but also contributes to the overall health and success of organizations in a rapidly changing world.

This YouTube video uses my personal leadership development journey to explore leadership styles and theory:

Leadership Development – A Personal Viewpoint

We all have our own story as leaders and different development paths. This video uses my journey to explore some of the leadership styles, theories and approaches that have been important to me.

For more information, follow the link to the full article:

The Evolution of a Leader – How to Make Sense of Leadership Theory

This YouTube video introduces the theory of bad leaders and toxic leadership styles :

Leadership Types and Theories: Bad and Toxic Leaders

Marcia Lynn Whicker popularised the term ‘toxic leader’ and the phrase is frequently used to describe bad leaders. But what does it actually mean? Sometimes we implicitly know that we are working for a terrible boss, but it can be hard to explain why.

Fortunately, researchers have developed various models to identify the traits of bad leaders. For example, Barbara Kellerman conducted a study in 2004 to define the characteristics of bad leaders. Kellerman identified seven traits. These are:

• Incompetent
• Rigid
• Intemperate
• Callous
• Corrupt
• Insular
• Evil

This video looks at each one in turn and for further information, follow the link to the full article:

How to Identify A Toxic Leader

This YouTube video introduces the theory and principles of Authentic Leadership:

Authentic Leadership: The Theory, Style and 4 Key Qualities

Authentic leadership is a relatively new leadership theory in the behavioural school of leadership theories. In many ways, it is largely the coming together of other leadership models. But it does put an emphasis on being true to self that differentiates it from other approaches. Bill George is the name most associated with the term after publishing his book from 2003.

For more information, follow the link to the full article:

What Does it Mean to Be An Authentic Leader?

This YouTube video introduces the theory and application of Transformational Leadership style:

Transformational Leadership (Theory and Style)

The concept of transformational leadership came from the study of charismatic leaders but this research identified that there are several key traits that set aside transformational leaders. Most importantly the transformational leader is a positive role model, they clearly articulate a vision, inspire creativity and develop individuals, raising up new leadership wherever they operate..

For more information, follow the link to the full article:

How to Grow from Transactional to Transformational Leadership

This YouTube video introduces the theory and application of the Transactional Leadership style:

Transactional Leadership: The Pros and Cons

Transactional leadership is a managerial style of leadership that relies on a basic agreement between a manager and worker. It is a carrot and stick approach that relates to Maslow’s hierarchy of needs.

For more information, follow the link to the full article:

What You Need to Know About Transactional Leadership

The Action-Centred Leadership style is a model for leaders developed by John Adair. This YouTube video introduces the theory:

John Adair’s Action-Centred Leadership Model

The action-centred leadership style is about balancing the needs of three core management responsibilities:

1. The Task — achieving the defined goal or mission

2. The Team — managing the defined group selected to achieve the task

3. The Individual — making sure that each person who makes up the team and every role is considered and supported..

For more information, follow the link to the full article:

The Action-Centred Leadership Model

This YouTube video introduces the theory and practice of Servant Leadership:

The Servant Leadership Style and Theory

The idea of servant leadership was popularized by Robert K Greenleaf in his book by the same name (1977). The phrase ‘servant leader’ is a seeming contradiction. Servants and leaders are often (mistakenly) seen as opposites. But we all serve something; the question is what and to what purpose?

For more information, follow the link to the full article:

Why Servant Leadership is So Powerful

What are the main different styles of leadership? Which leadership styles are best, and how do we know when to use each one?

No matter where you are on your leadership development journey, an understanding of leadership styles will help you. Even when you are not in a position of leadership, recognising different leadership types will help you navigate the workplace and contribute effectively.

There are various types of leadership styles, each with its own unique characteristics and impact. Understanding these styles is essential for identifying the most effective approach for different situations and individuals. In this article, we will explore several leadership styles, their key features, and examples. This knowledge will serve as a guide to help you identify what type of leader you are or aspire to be.

What is Leadership?

Leadership involves guiding and influencing others toward achieving common goals. It requires skills in communication, decision-making, and problem-solving. The way a leader exercises these skills defines their leadership style.

The Importance of Understanding Leadership Styles

Leadership styles significantly affect team dynamics and productivity. They shape the work environment and influence how employees perceive their roles and responsibilities. A leadership style that aligns with the needs of the team and organization can lead to higher morale, increased efficiency, and successful outcomes.

Impact on Team Dynamics

Different leadership styles can dramatically alter team dynamics. For example, an autocratic style might lead to a highly structured environment, whereas a democratic approach encourages open communication and collaboration. Understanding these dynamics helps leaders create a harmonious work environment.

Influence on Employee Motivation

The right leadership style can significantly boost employee motivation. Transformational leaders, for instance, can inspire their teams to exceed expectations by fostering a sense of purpose and achievement. Conversely, a mismatched style might lead to disengagement and decreased productivity.

Alignment with Organizational Goals

Aligning leadership style with organizational goals is crucial for success. A company focused on innovation might benefit from transformational leadership, while a business emphasizing efficiency might prefer transactional leadership. Understanding this alignment ensures that leadership efforts contribute effectively to strategic objectives.

Different Leadership Styles

1. Autocratic Leadership

Autocratic leadership, also known as authoritarian leadership, is characterized by individual control over decisions with little input from group members. Leaders maintain strict control and expect obedience from their team. This style of leadership is associated with leadership models such as the Great Man theory.

Characteristics of Autocratic Leadership

Centralized decision-making is a hallmark of autocratic leadership. Leaders in this style set clear expectations and provide explicit instructions to ensure compliance and order. The lack of collaboration means decisions are quick, but employee input is often limited.

Situations Where Autocratic Leadership Excels

In high-pressure environments where quick decisions are paramount, autocratic leadership can be highly effective. For instance, during a crisis where problems are critical and time is of the essence, a leader’s ability to direct swiftly can be advantageous. This style also suits scenarios where strict adherence to protocol is necessary.

Potential Drawbacks of Autocratic Leadership

While efficient, autocratic leadership can stifle creativity and lower morale if used excessively. Employees may feel undervalued and disconnected, leading to increased turnover and dissatisfaction. It’s essential for leaders to balance authority with empathy to maintain a motivated workforce.

Examples of Autocratic Leadership

Military command, in times of war, is a classic example of more autocratic leadership. For example, General Patton, the US commander in World War Two, was bold and decisive. He had strong opinions and an often abrasive manner, but he was also charismatic and achieved marked success in a highly pressurised situation.

2. Democratic Leadership

Democratic leadership, or participative leadership, involves team members in the decision-making process. This style values collaboration and ensures everyone has a voice.

Key Traits of Democratic Leaders

Democratic leaders prioritize group input and foster an inclusive environment. They hold regular meetings and encourage open dialogue to ensure that diverse perspectives are considered. While the leader makes the final decision, the process is collaborative and engaging.

Benefits of Democratic Leadership

This style can lead to increased employee satisfaction and innovation. By involving team members in decisions, leaders can tap into a wealth of ideas and foster a sense of ownership and accountability. It’s particularly effective in creative fields where diverse perspectives enhance outcomes.

Challenges of Implementing Democratic Leadership

The democratic process can sometimes be time-consuming, slowing down decision-making. It requires skillful facilitation to manage diverse opinions and ensure productive discussions. Leaders must strike a balance between inclusivity and efficiency to prevent stagnation.

Examples of Democratic Leadership

Ray Dalio, founder of Bridgewater, a highly successful investment management firm, employed a style of democratic leadership. In meetings, everyone is expected to critique ideas. Ray Dalio managed to harness the power of this collective input while mitigating the risk of slow decision-making through the use of core principles and technology to support business processes.

3. Transformational Leadership

Transformational leaders inspire and motivate their team to exceed their goals. They focus on creating a vision and fostering an environment of innovation and change.

Core Elements of Transformational Leadership

At its core, transformational leadership is visionary and inspiring. Leaders articulate a compelling vision and encourage personal and professional growth among team members. They focus on long-term goals and drive change through motivation and engagement.

Advantages of Transformational Leadership

This leadership style is highly effective in dynamic industries requiring constant innovation. Transformational leaders can ignite passion and creativity, pushing teams to new heights. Their focus on growth and development can lead to exceptional organizational performance and employee satisfaction.

Potential Pitfalls of Transformational Leadership

While inspiring, transformational leadership can sometimes overwhelm team members. The constant push for innovation and change may lead to burnout if not managed carefully. Leaders must be mindful of their team’s capacity and provide the necessary support to sustain long-term success.

Examples of Transformational Leadership

Transformational leadership is often more frequently found among start-ups and non-profit organisations. In these situations the leader is reliant upon a compelling vision to motivate people to action. They generally do not have traditional structures or large incentives to compel people. Church leaders and activists such as Dr Martin Luther King Jr fall into this category.

4. Transactional Leadership

Transactional leadership is based on a system of rewards and punishments. Leaders use formal authority to achieve performance goals.

Defining Features of Transactional Leadership

Transactional leaders emphasize performance and results through structured systems. Clear expectations are set, with rewards for meeting targets and penalties for falling short. This approach ensures accountability and consistency in task execution.

Effectiveness of Transactional Leadership

In structured environments with clear objectives, transactional leadership can drive efficiency and productivity. It’s particularly effective in sales-driven or operational roles where measurable outcomes are paramount. The clarity and predictability of this style can motivate employees to meet and exceed targets.

Limitations of Transactional Leadership

While effective, this style may stifle creativity and limit innovation. The focus on rewards and penalties may lead to a transactional relationship with employees, lacking deeper engagement or loyalty. Leaders should combine this approach with other styles to foster a more holistic work environment.

Examples of Transactional Leadership

Transactional leadership is common in industries such as construction, where most of the problem-solving does not need innovation. Most buildings use common techniques but involve multiple companies and contractors, so a carrot and stick approach, with contracts and payments, is an efficient way to manage most work.

5. Laissez-Faire Leadership

Laissez-faire leadership is a hands-off approach where team members have the freedom to make decisions. Leaders provide minimal guidance and allow employees to manage their tasks.

Characteristics of Laissez-Faire Leadership

Laissez-faire leaders offer minimal supervision, granting high autonomy to team members. This approach encourages self-management and innovation, relying on employees’ skills and expertise to drive outcomes. It’s best suited for highly skilled and motivated teams.

Situations Favoring Laissez-Faire Leadership

In creative or research-driven environments, laissez-faire leadership can unleash potential. By allowing freedom and flexibility, leaders can foster innovation and exploration. This style is ideal for teams with experienced professionals who thrive on independence.

Challenges of Laissez-Faire Leadership

Without adequate guidance, laissez-faire leadership can lead to a lack of direction and accountability. Teams may struggle with prioritization and coherence, impacting productivity. Leaders must ensure clear objectives and support systems are in place to mitigate these risks.

Examples of Laissez-Faire Leadership

Valve, the award-winning software development company, behind the Steam gaming platform and computer game mega-hits such as Half-Life and Portal, famously employs a laissez-faire style of leadership. The company has a flat structure where employees decide which projects they want to work on and organically create their teams.

Comparing Leadership Styles

Different leadership styles suit different scenarios. Understanding the advantages and disadvantages of each style helps leaders adopt the most effective approach.

Autocratic Leadership: Efficiency vs. Morale

Autocratic leadership is efficient but may lead to low morale if overused. Its strict approach ensures quick decisions but can alienate team members. Leaders should balance authority with empathy to maintain a motivated workforce.

Democratic Leadership: Collaboration vs. Speed

Democratic leadership fosters collaboration but can slow down decision-making. While it encourages diverse input, the process can be time-consuming. Leaders must manage discussions effectively to ensure timely and productive outcomes.

Transformational Leadership: Innovation vs. Burnout

Transformational leadership drives innovation but may overwhelm some team members. Its visionary approach inspires but requires careful management to prevent burnout. Leaders should provide support and recognize individual capacities to sustain momentum.

Transactional Leadership: Structure vs. Creativity

Transactional leadership offers clear goals but may stifle creativity. Its focus on rewards and penalties ensures accountability but can limit innovation. Leaders should integrate elements of other styles to encourage broader engagement.

Laissez-Faire Leadership: Autonomy vs. Direction

Laissez-faire leadership empowers teams but can result in a lack of direction. While it promotes independence, the absence of guidance may lead to disorganization. Leaders should establish clear objectives and offer support to maintain focus and coherence.

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Choosing the Best Leadership Style

The best leadership style depends on various factors, including the organization’s culture, team dynamics, and the nature of the task. Here are some considerations:

Task Complexity and Leadership

Complex problems and tasks may benefit from democratic or transformational leadership. These styles encourage collaboration and innovation, essential for tackling intricate challenges. Leaders should assess the task’s nature to determine the most suitable approach.

Team Skill Level and Leadership

Highly skilled teams may thrive under laissez-faire leadership. Their expertise allows them to self-manage effectively, driving innovation and productivity. Leaders should evaluate team capabilities to provide the appropriate level of autonomy.

Urgency and Leadership

Urgent or critical situations might require autocratic leadership for quick decision-making. In high-pressure environments, decisive action can be critical. Leaders must recognize when speed is necessary and adapt their style accordingly.

Organizational Goals and Leadership Alignment

Align the leadership style with the strategic objectives of the organization. A company focused on innovation might benefit from transformational leadership, while efficiency-driven organizations might prefer transactional leadership. Understanding this alignment ensures leadership efforts contribute effectively to success.

Flexing Leadership Styles for Effective Management

Management often requires a blend of leadership styles to address different challenges. Effective managers are flexible and understand when to apply each style to maximize team performance and achieve organizational goals.

Situational Leadership in Management

Situational leadership is the ability to switch between styles as needed and can be considered a leadership style in its own right. It’s about being flexible and responsive to changing circumstances. Managers must assess the situation and adjust their approach to ensure the most effective leadership. This means a leader should be adaptive, but is not to be confused with Adaptive Leadership, which is a specific leadership style in itself.

Implementing Situational Leadership

Implementing situational leadership involves understanding team dynamics and organizational needs. Managers should be observant and open to feedback, continually refining their approach. This adaptability enhances their ability to lead effectively across various scenarios.

Example of Situational Leadership

A manager who adopts a transformational approach during a company rebrand but switches to transactional leadership to meet quarterly sales targets demonstrates adaptive leadership. This ability to pivot ensures that leadership efforts align with current priorities and challenges.

Understanding and Employing Leadership Styles

Leadership styles play a vital role in shaping an organization’s success. By understanding the various types of leadership, leaders can tailor their approach to suit their team’s needs and the organization’s goals. Whether you are a new manager or an experienced leader, embracing a versatile leadership style can enhance your effectiveness and drive positive outcomes.

Explore these styles further and consider how you might incorporate them into your leadership approach. As you grow in your role, remember that the most effective leaders are those who adapt and evolve with their teams. Understanding and applying diverse leadership styles can transform not only your leadership capabilities but also the overall success of your organization.

There are many other styles of leadership, each type being more applicable to different situations and leadership roles. If you would like support in exploring the right leadership style for you and your organisation, please drop me a line via the Contact Page.

The rope snaked out in front of me, linking me to my three climbing buddies. I could see each one, in turn, slowly progressing up the ridge. The problem was that they were getting harder to see. The lead climber was beginning to face into the mist as she scaled higher up the peak. It was getting darker too. Not a good sign.

We had started our Alpine climb in the sunshine but had been scrambling up the ridge for hours. While we had been edging up the rock, ominous clouds were forming on the far side of the mountain. Now, as we neared the peak, we were ambushed.

When you look at a cloud from afar it is a giant cotton ball, majestically suspended in the air, silent and ethereal. But climb into a Cumulonimbus and the experience is very different. Clouds become loud, scary and very tangible.

Within seconds of summiting, we were in a gale and had to huddle together to communicate. Rain and hail started to pummel us and, just when we thought things could not get any worse, lightning struck a nearby peak. The air crackled and spat. We were in trouble.

We had conquered the climb, but the mountain was reminding us that it did not consider itself subdued as a result. It was time to beat a hasty retreat. But the strangest thing had happened. The person who had been leading all the way up the mountain just froze. When the thunder sounded, they just stood there, wide-eyed, and did not say anything. Instead, for some reason, everyone was looking at me.

Fight, Flight or Freeze

The fight, flight or freeze response is a natural psychological reaction to a threat. It is hardwired in for good reason. As with our cousins in the animal kingdom, this response can often save our lives.

But it does not always work, and we can all react differently. The leader had frozen, but when leading, you cannot afford to just react. You must think too. You have to engage in the decision space, the opportunity that lies between stimulus and response.

“Between stimulus and response, there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”

Victor Frankl

In our case, we actually did need to flee, but we also needed to go together and safely. This would require leadership.

Something within me grasped all of this, even if just as at a subconscious decision-making level. And so, I had started taking command. I shouted my hasty plan as we gripped the rock and tasked the team to sort their kit quickly. I looked everyone in the eye, made sure we were good, then led the way off the peak and down the mountain.

Within an hour we were out of danger. Within two we were back in beautiful sunshine. No one thought that what had happened within our team was in any way strange. We trusted each other, we shared roles and responsibility. But what had just happened?

The situational leadership model and how it can help

To be a good leader you need to know how to vary your leadership style depending upon the circumstances. Leading in a crisis requires a different approach to managing everyday circumstances.

On that day I was climbing with an experienced team. But when managing someone inexperienced they will require more support than other team members.

Therefore, as a leader, you need to adapt your style accordingly. This is called situational leadership. Paul Hersey and Ken Blanchard developed the most well-known model for situational leadership. This model helps to show the most appropriate form of leadership, depending upon the nature of the task and the competency and commitment of the team. In simple terms it breaks down into four key leadership styles; directive, delegating, supporting and coaching.

“We can’t always control what happens in our lives — things will go well, things will go poorly — but what we can control is our response to those events.”

Kenneth Blanchard

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Directing

Directing is telling people what to do. This is usually used for enthusiastic novices or when in a crisis. This command style is suitable for critical problems.

When things went wrong on the mountain this was the approach I had to adopt. This is certainly not my normal and preferred way of working. In my experience, if a leader uses this style the whole time or out of context then it can be overbearing, condescending or both.

“When placed in command, take charge.”

Norman Schwarzkopf

Delegating

Delegating is giving over whole tasks to people who are experienced and able to take responsibility. This is a more hands-off leadership approach used with competent team members.

On the mountain, as soon as I had taken command, I started to delegate tasks. I did have a competent team; they were just in shock and the previous leader was exhausted. As soon as I gave out tasks the team started to break out of the stupor. Their experience broke through as they went into action and became themselves again.

“Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.”

Ronald Reagan

Supporting

This style suits when there is a high level of trust in the team and individuals can manage themselves independently. But the leader employing this style has higher participation than in pure delegation, by providing moral support, encouraging and communicating proactively.

For most of the climb, we had been in this situation. The leader knew that we could manage ourselves, but she had worked hard to support the team. This was the right approach but meant she was very tired when the storm broke.

“A leader is great not because of his or her power, but because of his or her ability to empower others.”

John Maxwell

Coaching

In this context, coaching involves selling the task to the individual and helping them grow to take on more responsibility. This works particularly well with individuals who may have lost confidence in what they need to do.

I had to use this approach with the person who had been leading. We had previously relied on her energy and enthusiasm up until we reached the summit. They were now exhausted, a little shell-shocked and probably embarrassed that they had frozen. I was able to share small tasks and responsibilities with her as we started to enact the plan. In this way, she quickly recovered her confidence and came alive again.

“A good leader inspires people to have confidence in the leader; a great leader inspires people to have confidence in themselves.”

Eleanor Roosevelt

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Team member development and maturity levels

On my climb that day we were all of a similar experience and so picking the right style for the situation was the most important thing. But as well as the leadership styles we also need to consider the development levels that relate to the maturity and capability of the team members. These progress from the low end of maturity and development (for example, a new worker who has just joined the firm), to the expert level, where the person is highly capable to deal with the task.

It is important to remember that someone could be very experienced in some areas but, faced with a new task, they could find themselves out of their depth. Equally, the new joiner might have expertise that long-term team members are lacking. Therefore, as a manager, it is important to think about someone’s ability to do the specific task and how to lead them in that situation rather than just assume a default approach based on the time in a given job.

This applies no matter how senior we get. I have worked with entrepreneur CEOs who are incredibly experienced and gifted but who have required coaching support as their roles and organisations have evolved. It is an important lesson in humility for all leaders as well as team members. It does not matter how capable we are (or think we are), there will always be times where we are learners and need people to support us.

To be a leader is to be flexible in style

We all have our preferred leadership style. For me, I prefer a more non-directive approach to leading. I like to put trust in my team and support them to achieve the result rather than just telling them what to do. But I can’t always lead that way.

The best leaders are not stuck in one mode of management all the time. Fortunately, the situational leadership model can help us identify the times when we need to adapt our approach. It might be the external circumstances that prompt the change, or it could be the experience level of a team member; the important thing is to be aware of the changes in your situation so you are ready to adapt as a leader.

“Effective leaders need to be flexible, and must adapt themselves according to the situation.”

Paul Hersey and Kenneth Blanchard

Think about your team and their tasks today. As a manager, do you need to direct, delegate, support, or coach them through their next piece of work?