Different situations call for diverse leadership styles, while there is no leadership approach that works well for everyone at all times. The truth is that we need to adapt our style based on who we are and the context in which we are leading.

The ability to move between different leadership styles is fundamental. Sometimes, we need a transformational leadership style to stimulate and inspire collaborators and followers to achieve extraordinary results and develop their own leadership skills to evolve and become leaders in turn, while aligning the goals of the group and the organisation. In contrast, in other situations, a more directive and transactional leadership style is more appropriate.

In the middle, there is reality with many possible combinations, depending on the organisation, the context, the company, the people, and the traits of the leader.

Each leadership style offers benefits and pitfalls. Those of us who rely solely on their positional authority sooner or later will get in trouble, considering that this approach will not give our collaborators a chance to evolve in the long term.

In addition, the business environment has changed too quickly for this approach to be sustainable. It suffices to think about how fast business, technology, and workforce expectations have changed, so we could not have available relevant information and knowledge.

Conversely, if we adopt uniquely an open-ended approach, while sharing power without holding it, listening without clearly expressing our position, we will fail to be effective.

We need a certain level of self-awareness to find the balance between these opposing poles, particularly:

Be visionary while grounded in reality. The challenge is to provide the teams with the ‘north star’, a clear vision of where we want to go, while being grounded in operational reality and focused on high, realistic and tangible goals.

Be flexible while ensuring consistent decision-making. In fast-changing business environments, decisions often need to be adapted or reversed. Changing the course in response to new information is a strength, not a weakness, under the condition that decisions are based on both data and past experiences.

Listen carefully to others, but be clear on the viewpoint. It is a good approach to listen carefully to others before deciding; otherwise, the risk is to miss valuable information and knowledge that reside in our team. However, in the end, it is important to be clear about our point of view.

In the end, it is a matter of having a certain level of self-awareness, particularly about our natural tendencies, strengths, and weaknesses. If we truly know ourselves, we can work to develop behaviours that can help us and our collaborators and followers find the right way between these opposing poles, according to a process of observing, meditating, practising, learning, and improving.

It is easier in theory than in practice because it requires to have achieved a pathway of self-knowledge that is fundamental to be a good leader, but learning from experience is a good way.