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Broadening Your Leadership Palette: A Guide to Expanding Your Leadership Style

In the fast-paced and evolving world of business, adaptability is a virtue. This truth extends to leadership as well. While many leaders may have a predominant style that they default to, the most successful leaders are those who can deftly pivot between different leadership styles to best serve their team and the situation at hand. This blog post explores the benefits and challenges of expanding your leadership style and offers tips to diversify your leadership skill set. Each section draws upon the latest research in the field, ensuring that our exploration is grounded in scientific insights.

Understanding Different Leadership Styles:

Leadership styles often fall into one of several categories, including autocratic, democratic, laissez-faire, transformational, and transactional. Autocratic leaders make decisions without consultation, while democratic leaders involve their team in the decision-making process. Laissez-faire leaders take a hands-off approach, giving their team a high degree of autonomy. Transformational leaders inspire and challenge their team members, and transactional leaders focus on rewards and punishments to motivate their team.

Each style comes with its strengths and weaknesses. For instance, autocratic leadership can be effective in crisis situations where quick decisions are needed but can lead to lower team morale in the long term (Chaudhry & Javed, 2012). Democratic leadership often leads to higher team satisfaction but can slow down decision-making (Gastil, 1994). Thus, the ability to flex between different leadership styles can be a major asset (Goleman, 2000).

Expanding Your Leadership Style:

Expanding your leadership style is not about abandoning your existing style, but rather about adding more tools to your leadership toolbox. This involves understanding the pros and cons of different styles and learning when each style is most effective. For example, while a democratic style might be best for brainstorming sessions, an autocratic style might be necessary when quick decisions need to be made during a crisis.

One way to expand your leadership style is through seeking feedback from your team and other colleagues. This can provide valuable insights into your current leadership approach and highlight areas for growth (London, 2002). Another strategy is to learn from other leaders. Observing leaders with different styles can offer lessons on how and when to implement different approaches (Ibarra & Hansen, 2011).

Challenges and Benefits of Expanding Your Leadership Style:

Expanding your leadership style comes with both challenges and benefits. One of the main challenges is the discomfort that comes with stepping out of your comfort zone and trying new approaches. It can also be challenging to determine when to apply different styles. Despite these challenges, the benefits of a versatile leadership style are significant. Leaders who can adapt their style to the situation tend to have more effective teams and higher leadership success (Denison, Hooijberg, & Quinn, 1995).

Tips to Expand Your Leadership Skill Set:

To successfully expand your leadership style, continuous learning and reflection are essential. Seeking regular feedback, taking leadership courses, working with a mentor or coach, and self-reflection can all contribute to leadership growth. Furthermore, practicing emotional intelligence can enhance your ability to connect with your team and adapt your style based on their needs (Goleman, 1998).


In today's complex and changing business environment, the ability to adapt your leadership style to fit the situation is invaluable. While it may be challenging to step outside of your comfort zone, the benefits of a versatile leadership style far outweigh the challenges. By taking steps to expand your leadership style, you can enhance your effectiveness as a leader and drive your team to greater success.


Chaudhry, A. Q., & Javed, H. (2012). Impact of Transactional and Laissez Faire Leadership Style on Motivation. International Journal of Business and Social Science, 3(7).

Denison, D., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524-540.

Gastil, J. (1994). A definition and illustration of democratic leadership. Human Relations, 47(8), 953-975.

Goleman, D. (1998). What makes a leader? Harvard Business Review, 76, 93-102.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.

Ibarra, H., & Hansen, M. T. (2011). Are you a collaborative leader? Harvard Business Review, 89(7/8), 68-74.

London, M. (2002). Leadership Development: Paths To Self-insight and Professional Growth. Lawrence Erlbaum Associates.

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