Leadership styles have been a topic of discussion for decades. Books, courses, and assessments have been built around them, all designed to help leaders better understand themselves and improve their effectiveness. And in many ways, they’ve done just that.
But here’s the real question: Are leadership styles actually helpful, or do they sometimes hold us back? The answer, like most things in leadership, is nuanced.
Why Leadership Styles Exist
For over 50 years, smart people have dedicated their work to studying leadership. They’ve created models and assessments to help leaders make sense of a complex world. These tools were developed with great intention—to help leaders understand themselves, improve their decision-making, and ultimately become better at leading others.
And there’s no doubt that these models serve a purpose. Leadership styles can be helpful… until they aren’t.
The Problem with Leadership Styles
The challenge with leadership styles isn’t in their creation—it’s in how we use them. Styles, by their very nature, are simplifications of reality.
To illustrate this point, consider something from my personal life: antique tractors. I own a collection of them, along with a number of toy versions. One of these toys is an exact replica of a tractor I own. It looks like the real thing, it has the right details, and it even gives you an idea of how the real tractor works.
But here’s the thing: It’s not a real tractor. It can’t plow a field. It’s a simplified representation of the real thing, and while it gives insight into the tractor, it’s not a replacement for it.
Leadership styles function the same way. They simplify something complex, which helps us see patterns and understand ourselves better. But at the end of the day, they are not the full picture of leadership.
Why We Gravitate Toward Simplification
As humans, we crave simplicity. The world is complex, and having a way to categorize things makes life easier. That’s why leadership styles exist—to help us make sense of something as intricate as human behavior.
But this desire for simplicity can lead to a big mistake: treating leadership styles as absolute truth.
The Mistake Leaders Make
Too often, leaders take a leadership model and turn it into their identity. Instead of seeing it as a guide, they use it as a justification:
- “I’m a directive leader, so I always need to take charge.”
- “I’m a collaborative leader, so I shouldn’t make decisions without full consensus.”
This mindset is where leadership styles become limiting. Instead of using them as a tool to improve, we box ourselves in. We justify our behaviors rather than adapting to what’s needed in the moment.
And that’s a problem. Because leadership is about flexibility—not rigidly sticking to one style, but knowing when to adapt based on the situation and the people you’re leading.
How to Use Leadership Styles Effectively
So, does that mean leadership styles are useless? Not at all. They are valuable tools—but that’s all they are: tools.
Instead of using leadership styles to define who you are as a leader, use them as a framework for growth. Learn from them, but don’t let them dictate your approach in every situation. The best leaders understand that leadership isn’t about fitting into a model—it’s about being flexible and responsive to the needs of the moment.
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