What leadership means: I'll do it my way

The Times review of leadership styles concludes by noting that many managers find their favourite style and stick with it, perhaps occasionally calling on another technique for variety, but rarely stray outside their comfort zone. This can lead to several problems, particularly if they favour the directive or pacesetting style, both of which have an overall negative effect on the working environment.

The research conducted for the reviews by Russell Hobby, an associate director at Hay Group, shows that no single style alone is perfect; the best leaders can call on whichever style most suits a given situation, much as professional golfers pick the right club for each shot they need to make. Choosing the right approach can make you a more effective leader. The most outstanding leaders usually have about four styles, while the majority of leaders have only one or two.

The first step is to get objective 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. Once you know how others see you, 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.

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. If you are feeling brave, you can tell your team what you are doing. But this is only a good idea if you already have the support of the team. An alternative could be to tell a few 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 also important to understand that swapping between styles needs to be done flexibly not mechanistically.