OVER the past six weeks, we have examined six different styles of leadership, from the “do what I say” control of the directive style to the caring friendliness of the affiliative approach.

Many managers find their favourite style and stick with it, perhaps occasionally calling on another technique to mix things up a bit but never really straying outside their comfort zone. This can lead to a range of problems, particularly if they favour the directive or pacesetting style, because both of these have an overall negative effect on the working environment.

But no single style used on its own can be counted as ideal, says Russell Hobby, an associate director at Hay Group, the consultancy that conducted the research underlying the six styles theory; the best leaders are able to call on whichever style is most suitable for any given situation, much as professional golfers pick the right club for each shot they need to make. “If you can choose the right approach you can be a more effective leader,” Hobby says. “Finding someone who has all six styles and uses them frequently is very rare. The most outstanding leaders usually have about four, while the majority of leaders have only one or two.”

Managers who have only one style should begin the broadening process by assessing what it is and developing a second, complementary approach.

The first step is to get feedback so that you can assess your style accurately. Self analysis rarely works because most people think that they are using one style but are actually using something totally different. “It’s very easy to delude yourself about the impact that you are having,” Hobby says. “Many leaders say that they are democratic, for example, but actually they are getting people together to listen to what the manager wants to say rather than because the manager wants their input.” Once you know where you stand, start looking for one or two other styles to add to your portfolio. For example, people with a very results-focused style such as pacesetting, could consider adding the big picture by developing their visionary skills. “It’s also about thinking about what you are comfortable with and what your group and your organisation needs at the time.”

Managers who feel nervous about getting to grips with a new leadership style in the office should consider testing it outside work where mistakes will not affect their career, perhaps in a voluntary organisation or a sports club, for example. “Another step, if you are feeling brave, is to tell your team what you are doing.” Managers who disappear off to a training course and come back with a new work personality and a tonne of brand new ideas can leave staff befuddled and bemused; letting them know what you are trying to do can help. “You can even ask them to help you to make the changes – to tell you when you are doing it and when you are not doing it right.

“People are usually pretty engaged by that as long as it’s honest.” Obviously, however, this is only a good idea if you already have the support of the team. An alternative could be to tell one or two trusted colleagues and ask them to help. Either way, support – including honest feedback when you stray off your new path – will be invaluable. “It’s very easy to lose track of plans for developing your skills because we’re comfortable in one style and when the pressure goes up we want to revert to it.”

It’s also important to understand that swapping between styles needs to be done flexibly. Naming Monday democratic day, Tuesday affiliative day and so forth is being far too mechanistic. “It’s just wrong. It’s not about doing something different, it’s about choosing the right tool for the situation you’re in,” Hobby says.

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