Adaptive Leadership: There is a time and place for different styles of leadership

When it comes to effective leadership, one size does not fit all. You cannot apply the same leadership style to every situation. Effective leadership is adaptive; it changes based on the situation and the objective.

• žThere are times when the situation requires a specific leadership style.
• žThere are times when we choose a specific leadership style based on an objective we hope to achieve.

Depending on the situation or objective, there are 3 different leadership styles a leader can employ, all of which require very specific competencies.

Directive (My Way)

The leader makes the decisions and communicates what is needed. The individual or team have little or no say in the matter. Whilst this may seem a little draconian, there are times when it is necessary.

Used When

• The individual or team is incapable of accomplishing a task, or making decisions around their direction, roles and responsibilities.
• The individual or team is experiencing high levels of emotion and conflict and cannot arrive at a decision or come to a consensus.
• Crisis mode demands that someone take control.

Although this approach will help to focus an individual or team on a specific objective or task, it may also result in a lack of commitment and ownership. Explaining your rationale is often a good practice!

Competencies

• Assertiveness: The ability to express wants, needs, opinions, or rights confidently, taking into account their impact on decision-making and outcomes
• Instructing: The ability to provide clear and specific step by step instructions on how to complete a task or achieve an objective
• Managing: The ability to plan, organise, direct and control people and resources to complete a task or achieve an objective

Facilitative (Our Way)

The leader facilitates discussions with the team on decisions that need to be made. The leader ultimately makes the decision, but the individual or team feel that they contributed to it or were responsible for it.

Used When

• The individual or team are somewhat capable accomplishing a task, or making decisions around their direction, roles and responsibilities.
• The leader wants the individual or team to take on more responsibilities as they are capable of achieving more.
• The leader wants to increase the individual or teams commitment levels and ownership

Although this approach can lead to increased commitment and ownership, it can also lead to discontent if the feelings and opinions of team members are ignored. Inclusiveness is a good practice when facilitating ideas or seeking opinions.

Competencies

• Facilitating: The ability to design and manage a guided collaborative discussion on how to complete a task or achieve an objective
• Inclusive: The ability to include everyone in activities and decision-making processes without favouritism
• Participative: The ability to join in and actively contribute to discussions, meetings and work related initiatives and challenges

Delegative (Your Way)

The leader delegates decision making and does not get involved. The leader is not needed to make decisions and is freed up to add value in other ways.

Used When

• The individual or team are very capable accomplishing a task, or making decisions around their direction, roles and responsibilities.
• The individual or team want to take on more responsibilities and are prepared to be held accountable for their decisions.
• The leader wants to develop a suitable successor.

Although this approach can lead to increased commitment and ownership, it can lead to a lack of control and possible errors in judgement. Regular check-ins or stand ups are a good practice to stay in the loop.

Competencies

• Delegation: The ability and willingness to delegate tasks to others according to one’s talents and abilities
• Mentoring: The ability to provide guidance and advice on how to complete a task or achieve an objective
• Supportive: The ability to make oneself available to provide selfless help and encouragement to others when required

Universal Competencies

Universal competencies are competencies that are required for each and every leadership style.

• Adaptability: The ability to adapt to different or unexpected situations without being affected by past experiences and prejudices.
• Coaching: The ability to have a collaborative conversation that elicits thoughts on how to complete a task or achieve an objective
• Communication: The ability to communicate with others at all levels without losing the meaning in the message
• Conflict Management: The ability to identify and handle disputes tactfully and impartially, putting the right interests first, instead of personal interests
• Decision Making: The ability to make timely and sound judgements with available resources, even in times of risk and uncertainty or when data are limited.

Summary

When it comes to effective leadership, one size does not fit all. You cannot apply the same leadership style to every situation. Your leadership style must adapt depending on the situation or objective.