Leadership Is Situational
Adapt Your Style To Your Situation, Not Your Preference!
Welcome!
Hi this is John with this week’s Developing Skills - Skills for Developers looking to develop their careers.
Tip of The Week: Leadership Is Situational. Adapt Your Style To Your Situation, Not Your Preference!
When we become leaders or get promoted into a management or leadership role many of us default to the leadership style we feel comfortable with, which is often the one we’ve seen modelled by current or previous bosses.
Unfortunately that means we often stick to that one style, whether or not it is appropriate for our current team/organisation.
In this article I’d like to introduce you to 13 different leadership styles, when to use them, and when to avoid them.
Coercive Leadership Style
This is a top-down, authoritarian approach focused on demanding immediate compliance and action. It is also known as: Autocratic, Authoritarian, or Commanding leadership.
When to use:
Crisis situations: When swift decisions and clear directions are essential (e.g., during an emergency or crisis situation).
Short-term, urgent goals: Where there’s no time for collaboration or feedback.
When NOT to use:
For daily management: It will usually demotivate employees and harm morale.
Creative and knowledge-based roles: It stifles innovation and initiative.
Affiliative Leadership Style
A relationship-based approach focused on building strong relationships, and creating a supportive, positive work environment. It is also known as: Relational leadership.
When to use:
To rebuild trust: After conflicts or when morale is low, this style helps heal and strengthen relationships.
To promote teamwork: Encourages collaboration and a strong sense of belonging.
When NOT to use:
When performance issues need addressing: With a strong focus on praise and nurturing this leadership style can often be overlook the need for constructive feedback causing performance issues to be overlooked and unaddressed.
As a stand-alone style: It is best combined with authoritative or coaching styles.
Bureaucratic Leadership Style
A rule-driven approach focused on following established processes and procedures. It prioritises structure and control over flexibility or innovation therefore bureaucratic leaders are typically found in large, established organisations or highly regulated environments where adherence to strict rules is important.
When to use:
In highly regulated industries: Where compliance and risk management are crucial (e.g., healthcare, finance).
For routine tasks: In environments where consistency and accuracy are important (e.g., manufacturing).
When NOT to use:
In creative environments: It stifles innovation and flexibility.
During times of change: It can prevent organisations from adapting quickly to new challenges or disruptions.
Coaching Leadership Style
Focuses on personal and professional development by helping employees identify and work towards long-term goals through coaching and feedback. A coaching leader spends a lot of time and energy on identifying and nurturing the individual strengths of each member of their team.
The coaching leadership style is similar to democratic and affiliative leadership, but coaching leaders place more emphasis on the growth and success of individual employees.
When to use:
For individual growth: Use during one-on-one sessions, performance reviews, or mentoring.
To develop skills: Ideal for helping employees grow into new roles or advance in their careers.
When NOT to use:
In urgent situations: This style is time-intensive and not suited to environments requiring quick decisions.
With unmotivated employees: It’s less effective if employees are not interested in self-improvement or growth.
Democratic Leadership Style
A collaborative approach that values input from team members, encourages participation, and incorporates diverse perspectives in decision-making. It is also known as: Facilitative or Participative leadership.
A leader who employs the democratic leadership style values the knowledge, skills, and diversity of their team. They are a consensus-builder, constantly seeking input from their direct reports and peers.
Democratic leaders are excellent listeners, and they develop confidence in their leadership by utilising the collective wisdom their team and peers have to offer. They are creators of future leaders. By empowering employees to exercise authority, they are preparing them for future promotions.
When to use:
When you need ideas and feedback: Ideal for brainstorming and problem-solving where team input adds value.
When your team has expertise: It works well with knowledgeable and skilled employees who can contribute meaningfully.
When NOT to use:
In times of crisis: Immediate action is needed, and collaboration may slow the decision-making process.
With inexperienced teams: They may lack the necessary knowledge or insight to contribute effectively.
Laissez-Faire Leadership Style
A laissez-faire leader provides minimal direction and trusts employees to manage their own tasks, allowing for a high degree of autonomy. Also known as Delegative leadership.
When to use:
When leading a highly skilled, self-motivated team.
In entrepreneurial start-ups where innovation and autonomy are critical.
When employees are experienced and need little supervision.
In situations where the team requires freedom to experiment and innovate.
When NOT to use:
When employees require guidance, feedback, or course correction.
In environments where structure and accountability are essential.
When the team lacks the experience or motivation to manage themselves effectively.
Emergent Leadership Style
Emergent leadership develops organically as a team member gains influence and respect through interactions, rather than through formal appointment or election. This style relies on relationship-building and reciprocal exchanges to establish leadership. An emergent leader relies on influence rather than authority.
When to use:
In teams where formal leadership roles are not defined or are evolving and the would-be leader holds no authority.
In situations where informal leadership can complement or enhance existing structures.
When NOT to use:
In highly structured environments where formal authority and clear leadership roles are crucial.
When immediate and decisive leadership is needed and formal authority is required.
If the team struggles to accept informal leadership or if there is resistance to change.
Pacesetting Leadership Style
A pacesetting leader leads by example. They set high standards and sets demanding performance expectations and lead by example in the expectation that others will follow suit.
When to use:
With high-performing, self-motivated teams: Ideal for teams who thrive under pressure and enjoy being pushed to achieve excellence.
For short bursts: When tight deadlines or urgent goals need to be met.
When NOT to use:
For long-term management: It can lead to burnout, stress, and reduced employee engagement.
With inexperienced teams: They may feel overwhelmed by high expectations.
Servant Leadership Style
A people-centric style that focuses on serving and supporting employees by putting their needs first, fostering growth, and encouraging collaboration. Servant leaders share authority, put the needs of others first, and help people realise their potential.
When to use:
To build a strong team culture: Ideal for creating a sense of loyalty, trust, and respect among team members.
For employee development: When your focus is on empowering employees to grow and succeed.
When NOT to use:
In high-stakes situations: It can be too passive during crises where quick decisions are needed.
With highly independent teams: They may need less hands-on support and more autonomy.
Strategic Leadership Style
Strategic leaders balance day-to-day operations with long-term growth opportunities, navigating complex and changing environments. The strategic leader creates a vision, clearly communicate that vision, and effectively drive that vision into reality.
When to use:
In dynamic environments where managing current operations while pursuing growth is crucial.
When a clear vision and strategic direction are needed to guide the organisation.
To enhance productivity and align employee performance with organisational goals.
When NOT to use:
In stable environments where routine management without a focus on strategic growth is sufficient.
When employees need immediate, concrete guidance rather than a broad vision.
If the organisation lacks the resources or support to implement strategic changes effectively.
Transactional Leadership Style
A performance-based approach where leaders provide rewards or consequences based on task completion, with a focus on achieving short-term goals. Transactional leaders are only concerned with the work their employees do.
When to use:
For short-term, goal-oriented projects: Works well when clear tasks and objectives are laid out and rewards can motivate employees.
With routine tasks: Where incentives can drive productivity and efficiency.
When NOT to use:
For long-term development: This style doesn’t focus on employee growth or motivation beyond immediate rewards.
In creative or dynamic settings: It can stifle creativity and limit intrinsic motivation.
Transformational Leadership Style
Transformational leaders focus on continuous improvement by pushing their team beyond their comfort zone, often setting ambitious stretch goals. The most effective transformational leaders are charismatic. They are skilled communicators, eloquent and able to communicate to employees on a deep, emotional level.
When to use:
In high-growth organisations that require innovation and rapid change.
To inspire and motivate teams to achieve ambitious goals.
When fostering a culture of continuous improvement and personal development.
When NOT to use:
When employees lack the support or coaching needed for challenging new responsibilities.
In situations where consistency and stability are prioritised over change.
When the risk of burnout is high due to constant pressure.
Visionary Leadership Style
A future-focused approach where the leader inspires and guides employees toward a compelling vision of the future, encouraging innovation and long-term goals.
Visionary leaders are natural born problem solvers. They are able to visualise possibilities that most don’t. They can not only see what’s possible, but they can also articulate it to their team.
Steve Jobs is a prime example of a visionary leader: passionate, open-minded, and creative, he created a culture of innovation during his time at Apple.
When to use:
During periods of transformation: When your organisation or team needs a clear vision to drive them toward change or new opportunities.
To inspire innovation: When fostering creativity and a sense of purpose is important to the organisation’s growth.
With a capable team: When the team needs a vision to follow but not guidance on how to execute. Visionary leaders often rely on others to execute their vision.
When NOT to use:
In day-to-day management: It’s less effective for handling immediate tasks or operational details.
With inexperienced teams: They may need more concrete guidance and support to execute the vision.
Adapt Your Leadership Style
To be the most effective leader you can, you should to understand each of these leadership styles, their strengths and weaknesses and then adapt your approach to match the situation and the people you are dealing with.
Effective leaders know when to adjust their leadership style based on the situation:
Coercive leadership is useful in crisis situations or when immediate action is required but should be avoided for daily management or creative environments.
Affiliative leadership is perfect for rebuilding trust or promoting teamwork but should be paired with other styles when performance issues arise.
Bureaucratic leadership ensures compliance in regulated industries but can stifle creativity in dynamic, fast-changing environments.
Coaching leadership is great for fostering long-term employee growth but is less effective in urgent, high-pressure situations.
Democratic leadership works well when seeking input from skilled teams, but it slows decision-making during crises.
Laissez-faire leadership empowers highly skilled, self-motivated teams but fails in situations where employees need more guidance or structure.
Emergent leadership thrives when formal leadership is absent, but struggles in environments that require clear authority.
Pacesetting leadership drives high-performing teams to excel but can lead to burnout if used too often or with inexperienced teams.
Servant leadership builds loyalty and trust through a people-first approach but may not provide quick decisions during high-stakes situations.
Strategic leadership excels in balancing day-to-day operations with long-term growth but can be too visionary in stable environments.
Transactional leadership is effective for short-term, goal-oriented tasks but doesn’t focus on employee development or creativity.
Transformational leadership motivates teams to achieve beyond their limits but can risk burnout if not balanced with proper support.
Visionary leadership inspires teams during times of transformation but may leave inexperienced employees needing more guidance.
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I think you’re right. Leadership is situational. My leadership model is called self-aware leadership and I think it underpins all of the styles you reference here.
Unless you have awareness of yourself you don’t know which style you operate in and which style to move into. You have to be self aware to be sufficiently adaptable to move into these different styles in response to the given situation
You are known by your approach! Sometimes leaders pick the right one, sometimes they don't. Good article!