Over the past several years, much has been researched and published on the key traits demonstrated by acknowledged leaders. Many psychological tests have also been created and applied to determine which characteristics are most common, and most desirable, among successful leaders.

And yet, there is no one right way to lead. Leaders carry out their roles using a wide variety of styles. Often, the leadership style must vary with the situation. Truly adept leaders can read the shifting circumstances and instinctively switch between leadership styles based on the situations at hand.

Despite the many leadership styles that exist, and the variables and combinations therein, there generally exists three classic styles: authoritarian, participative, and delegative. Engaging each style can have its time and place within an organization, and each can affect employee motivation, job satisfaction and productivity.

• Authoritarian. Some leaders prefer to exert more control, and some situations plainly demand it. Authoritarian leaders retain full power and make the majority of decisions autonomously, or often with little input from others. This style can be effective in cases where time is of the essence, or when the leader is the most knowledgeable and experienced point person. However, if taken to the extreme or used exclusively, employees will feel coerced into performing and that their contributions are insignificant and irrelevant, causing them to disengage from the workplace.
  
  
• Participative. A much more democratic style and often the most effective, participative leadership engages groups in the decision-making process. By creating a collaborative environment, members are encouraged to provide input and play an active role in reaching a decision, though the ultimate decision responsibility is still retained by the leader. As a result of their involvement, however, employees feel engaged, are more motivated, and enjoy higher job satisfaction.
  
  
• Delegative. When a leader adopts a hands-off approach, leaving the entire decision-making process and resulting decisions to group members, the style is referred to as delegative, or laissez-faire. When group members are highly self-motivated or highly qualified in an area of expertise, the delegative approach can be very effective. It underlines the leader’s trust in the group, which reinforces morale. Used too often, however, and a leader can appear to be lazy.

Selecting a style

Too often initiatives fail because a leadership style is mismatched to employee motivation. Selecting the most suitable approach requires understanding, experience, practice, and exposure to a variety of situations.

When choosing the most effective style for the occasion, there are several factors to consider. These include the skills, perspectives, and experience of the group you are leading, the size of the group, the culture of the organization, the complexity of the project, and your own personality and values.

For instance, when managing to ensure quality assurance, procedural standards, or safety – all process-heavy tasks or non-negotiable responsibilities – an authoritarian leadership style can be best. When seeking quality improvement ideas in an organization, a participative or democratic style can be most effective. If the objective is to entirely empower and encourage team development, a delegative style can be most appropriate, whereby the leader deliberately lets the group grapple with decision-making.

By studying these and other leadership theories, and putting them into real-world practice, you can become more comfortable with leading your organization, and more effective in your leadership role.

Lead on

As business environments evolve, so do the expectations for business leaders. As a result, leaders must constantly assess their strengths and weaknesses to identify their developmental needs. While personalities remain fixed, leadership styles can be fluid. They can and should be cultivated and exercised.

Regardless of the leadership style you choose, the basic objectives for all leaders are the same. Leaders need to create a vision of the future that workers can respect, believe in, and enthusiastically work toward achieving.