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As a management training provider, we know that there is more to effective leadership than merely directing a team. Truly successful management requires a deep understanding of your team and how to read them, but also to know about the different leadership styles and when to adapt your approach to suit the situation.

In this blog, we are going to explore the importance of leadership preferences, the difference between leading and managing, and why situational leadership is such a valuable tool for every successful leader.

The difference between leading and managing a team

It may seem like stating the obvious, but while “leading” and “managing” are often used interchangeably, they represent two very distinct approaches to guiding a team, whether in a work or community setting.

Management typically focuses on structure, processes, and ensuring that tasks are completed within a deadline and as efficiently as possible. Because they hold the responsibility for this, managers are focused on organising work and delegating tasks, as well as having the final say over most of the day-to-day operations within a business. Their job is to ensure that the team meets its objectives on time and on task.

Leadership, on the other hand, is about inspiring and motivating a team towards a particular vision. A leader will empower their team members, encourage each member towards personal growth, and work to create a sense of purpose for everyone involved. Leadership is not confined to one single title, anyone can be a leader, such as supervisors; it involves guiding a team by influence rather than by authority. Effective leaders are those who know how to tap into their team’s potential, both individually and as a group.

Types of leadership

Leadership can be intangible, but that hasn’t prevented a wealth of theoretical work around it. Over the years, a number of archetypes have emerged to try and describe different leadership styles—something we’ll explore below.

Every member of your team will work slightly differently and be motivated by different things, so it stands to reason that they will respond positively to different leadership styles. All of these leadership styles have their place within different situations, but knowing when to apply them is the real skill of being a great leader.

Autocratic Leadership

• Characteristics: Highly individual centralised decision making. Management has full control with very minimal input from the team members.
• When to Use: In urgent situations where quick decisions are needed or when working with less experienced teams.
• Pros: Clear direction, fast decision-making. Good for situations such as emergency medical environments.
• Cons: This can stifle creativity and will reduce the team morale over time.

Democratic (Participative) Leadership

• Characteristics: Involves team members in decision-making, encourages collaboration and input, with the final decision going to the manager.
• When to Use: When team input is valuable and there is time for discussion and collective problem-solving.
• Pros: Higher team engagement which helps to foster creativity and ownership. Best suited to creative or communal settings.
• Cons: Can be slow for decision-making and is particularly challenging for larger teams.

Laissez-Faire Leadership

• Characteristics: Hands-off approach from management, this gives full autonomy to team members with minimal interference from the leader.
• When to Use: When leading highly skilled, self-motivated individuals or teams.
• Pros: Encourages independence and innovation.
• Cons: May lead to disorganisation if the team lacks direction or motivation, and can be let down for individual actions. Can also foster resentment if the leader does not take part, but gets the praise for the results.
• Note: This is the leadership that most default to, with weak management.

Transactional Leadership

• Characteristics: Focuses on structure, rewards, and penalties for achieving specific tasks and objectives.
• When to Use: In structured environments or industries where specific outcomes and efficiency are key.
• Pros: Clear expectations, efficiency, and accountability. Works exceptionally well in sales and fast-paced workplaces.
• Cons: Can lead to a lack of creativity and innovation, motivation is tied primarily to rewards rather than end products.

Transformational Leadership

• Characteristics: A leader who inspires and motivates the team members by creating a shared vision, fosters personal and professional growth.
• When to Use: When driving significant change, or when the goal is to inspire high levels of engagement and innovation.
• Pros: Usually leads to strong team morale, will foster creativity and supports long-term development. Really good teachers fall under this leadership style.
• Cons: This style can be difficult to maintain over time without strong leadership skills.

Servant Leadership

• Characteristics: This style prioritises the needs of the team and focuses on serving and empowering others to grow and succeed as a group.
• When to Use: In teams where building trust, collaboration, and a strong sense of community is crucial.
• Pros: Will build a strong, loyal, and motivated team. Non-profit workplaces suit this type of leadership.
• Cons: When used all the time, this may cause difficulties with authority and decision-making in high-pressure situations or with a change of leader/leadership.

Situational Leadership

• Characteristics: Leadership that adapts its style depending on the team’s experience, readiness, and the particular task at hand.
• When to Use: When team development levels vary, or when flexibility is needed to respond to changing environments.
• Pros: Provides tailored support to team members which in turn will promote personal and team growth.
• Cons: Requires the leader to have strong self-awareness and adaptability.

What is situational leadership, and how can it help?

If you were to look at the list above without delving into any examples, you would probably come to the conclusion that all managers should aim for situational leadership. But what does that actually entail?

Situational leadership is a model that encourages leaders to adapt their style based on the readiness and competence of their team members. It was developed by Paul Hersey and Ken Blanchard, who believed that no one leadership style is perfect for every scenario. Instead, leaders must adjust their behaviours depending on the situation and the development level of their team.

The situational leadership model suggests four key tenets of good leadership:

They include:

• Directing: The leader provides clear instructions and closely supervises tasks.
• Coaching: The leader supports and encourages the team, but still makes most of the decisions.
• Supporting: The leader shares decision-making responsibility with the team, while providing encouragement.
• Delegating: The leader steps back and allows the team to take full control of decisions and execution.

In theory, when using situational leadership, leaders are able to support their team’s growth and development. This approach ensures that employees receive the right balance between guidance and independence, while taking into account their experience and confidence with the work and skill level. It can be particularly useful in dynamic environments where team capabilities (such as with seasonal workers) and projects can change rapidly.

Adapting to different situations is crucial for effective leadership

One of the hallmarks of effective leadership is the ability to read your team, and to adapt to various situations, from quieter times to periods of intense pressure and productivity. Using your team’s downtime to contemplate and strategise is just as important as hitting goals during peak times.

Another type of adaptation is from colleague to colleague. Your team will be made up of individuals with varying strengths, weaknesses, and motivators. A one-size-fits-all approach to leadership can lead to disengagement or frustration, especially when the team feels unsupported or misunderstood. You hired these people for their differences, and you should honour their abilities by providing them with the ideal environments in which to do their very best work.

By paying attention to the unique needs of your team and adjusting your leadership style accordingly, you can create an environment where your team thrives. Some scenarios will call for a more hands-on approach, while others will require you to step back to empower team members to take ownership. Leaders who excel at adapting to these shifts are not only able to maintain high levels of performance but also build stronger, more resilient teams.

• Assess your team’s needs regularly
  Keep an eye on your team’s performance. By knowing their strengths and potential areas for growth, you can adjust your leadership style to match their current skills and confidence levels.
• Be flexible and adaptable
  Avoid sticking to one leadership style. Even if your business demands one particular style, not all of the members of your team will work in the same way. Plus, situations can change. Instead, be ready to shift your approach based on changes in team dynamics, project requirements, or individual challenges.
• Encourage autonomy but offer support
  As hard as it is to take your foot off the pedal, you need to trust your team. Knowing when to step back and allow your team to take ownership of tasks but also being available for guidance when needed is a key skill in developing as a leader. Doing this will free up your time and can help to build your team’s confidence in their work and their skills.
• Communicate clearly and often
  Regular communication is key to effective teamwork. Ensure that your team understands your expectations and you theirs. Make space for feedback -both formally and informally- so that you can adjust your approach as necessary.
• Build emotional intelligence
  Everyone benefits from an understanding boss. You don’t need to become everyone’s best friend, but developing empathy and emotional intelligence, as well as coming across as approachable, will help you to better read your team’s needs, spot potential issues early, and will foster a supportive team culture.
• Continue learning and evolving
  This list is not a definitive guide to becoming a fully flexible leader, but part of a journey that doesn’t have an end. Leadership styles should—and will—evolve with experience, commitment and learning. Try to regularly seek feedback and reflect upon your leadership approach. This is also where investing in training can pay dividends, teaching you new techniques and helping to sharpen your skills.

Leadership preferences and situational adaptability are both essential parts that make up a successful leader. If you want to refine your leadership skills and learn how to better adapt your style to different team dynamics, our management training programs are designed to provide you with the practical tools and insights you need. Let us help you take your leadership to the next level.