The problems with a one-size-fits-all approach to leadership

That brings to mind the situational leadership approach popularized by leadership expert Ken Blanchard and author Paul Hersey, in which a manager’s approach depends on the maturity and knowledge of the individuals they are working with. With an experienced subordinate the leader may provide only minimal guidance, while with a newbie, close supervision is essential.

Self-awareness is obviously critical, but so is situational awareness. In a world often characterized by disruption for organizations, leaders must be able to interpret their environment, understanding the implications it has for the task at hand. They also need to develop cognitive empathy, an awareness of the emotions of the people around them.

You can’t suddenly transform yourself. But they note you can broaden your range by practising micro-behaviours, such as small improvements to listen more if you tend to tune out others or make decisions more quickly if your perfectionist impulse is strong. Seek out role models who possess talents you lack; watch them, and learn. Be willing to rely on others when their style better fits the situation.

He suggests you also ask yourself: Do I exhibit behaviours where I come across as an uncaring person? Do I pretend to be someone I am not? Do I understand the impact of being disconnected from my work and my team? Have I invested time in getting to know others as human beings? When I make a mistake, do I ignore it, or cover it up, or place blame elsewhere?

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