Adapting Leadership Styles: Why One Size Doesn’t Fit All
Leadership isn’t about sticking to one approach. Instead, it’s about choosing the right style based on the situation, task, and people involved.
The debate between “Command and Control” and “People-First” styles is central, but as the Leadership Style Matrix suggests, no one style works universally.
Command and Control vs People-First
“Command and Control” leadership is effective in high-stakes or emergencies where swift, decisive action is required. In these cases, having a leader give clear directions without room for debate ensures efficiency and prevents chaos. This top-down, rigid approach is crucial in industries like military or crisis management, where time-sensitive decisions are non-negotiable.
However, the “People-First” approach can be far more beneficial in creative or knowledge-based industries.
In these environments, nurturing collaboration, autonomy, and trust often leads to innovation and employee satisfaction. By encouraging open communication and employee input, leaders empower their teams to engage deeply with their work, increasing productivity and creativity.
While “Command and Control” may seem out-of-touch in modern work culture, it can still be helpful when policies must be strictly followed, such as in regulated industries like healthcare or finance. On the other hand, a “People-First” style might backfire when rapid decisions are essential and prolonged discussions delay action.
The Leadership Style Matrix: A Flexible Framework
According to the Leadership Style Matrix, leadership should be flexible, balancing task-oriented and people-oriented approaches depending on the demands of the situation. This framework suggests that leadership doesn’t fall neatly into one category; leaders must assess the task’s complexity and their team’s readiness. For example:
Directing (High Task Complexity, Low Team Readiness): Best when tasks are complex or unfamiliar, and the team needs clear direction. This resembles a command-and-control style where leaders take full responsibility for decisions.
Coaching (High Task Complexity, High Team Readiness): Ideal for teams that need support but can also contribute ideas. Here, leaders guide but also foster participation, merging structure with encouragement.
Supporting (Low Task Complexity, High Team Readiness): When employees are capable but need motivation, leaders encourage autonomy while providing emotional and logistical support.
Delegating (Low Task Complexity, Low Team Readiness): Works best with experienced, self-reliant teams. Leaders take a step back, trusting the team to handle tasks independently.
Adapting to Your Team
Teams are diverse, so a flexible leadership approach is critical.
Some employees thrive under direct supervision and structured guidance, while others excel when given freedom and trust. Leaders must recognise these differences and adapt accordingly.
A more directive style might be needed to help a new or inexperienced team member learn the ropes. As they grow more confident, transitioning to a supportive or delegating role can help them flourish.
In contrast, seasoned professionals might feel micromanaged if subjected to a strict command-and-control approach. Offering them more autonomy through coaching or even delegating tasks shows trust in their abilities and boosts morale. This adaptability builds trust, as employees feel that their individual strengths and needs are being recognised.
Task-Specific Leadership
The nature of the task at hand should also dictate the leadership style. High-stakes projects with tight deadlines may call for a more task-focused, direct leadership style, where the leader takes charge and minimises debate to ensure deadlines are met.
However, promoting a collaborative environment will likely produce better results for long-term, creative projects.
In team-driven environments, where creativity, innovation, and problem-solving are required, a “People-First” approach with coaching or supporting styles will often get the best results. Conversely, industries, where precision, safety, and rule-following are paramount—like aviation or healthcare—, may require a more directive, command-driven style to avoid mistakes.
What should you do? Tailor Your Leadership
There’s no single right way to lead. The key to effective leadership lies in understanding your team's needs and the nature of the task. Leaders must be adaptive, moving fluidly between styles depending on the circumstances. Whether you rally the team to meet a tight deadline or encourage innovation on a long-term project, knowing when to be directive and when to empower your team is crucial to success.
Leadership is less about rigid adherence to one style and more about being responsive, flexible, and aware of the situation.
An innovative leader knows when to take charge and step back, ensuring that the task and the people are well served.
For further reading:
Who's in the Room?: How Great Leaders Structure and Manage the Teams Around Them - Bob Frisch
https://www.amazon.co.uk/Whos-Room-Leaders-Structure-Manage/dp/1118067878