The 5 Types of Leadership Styles That Can Define Your Organization’s Culture


Posted by Matt Fagaly - 13 March, 2018

For years, “organizational culture” was considered a trendy, transient buzzword in the corporate world, but it’s become much more than a passing phase. Culture is now an employee recruitment and retention tool because HR directors know the right culture fosters productivity, engagement, and innovation.

Culture refers to the working environment created by an organization’s values, strategic vision, and mission. It also sets the tone for relationships between people in an organization. And what’s one of the biggest influencers of organizational culture? Leadership.

The best leaders strive to influence culture through their leadership. But it’s the way they do this —their leadership style— that ultimately shapes the culture of an organization. .

Leaders can direct culture using traditional “command-and-control” traits like top-down leadership, class systems, and profit-driven values. Or, they can choose to do so using dimensions of the New Leadership Paradigm like egalitarian structure, transparency, and purpose-driven values. We’ll take a look at how five different leadership styles define organizational culture.

1. Directive Leadership: A Culture of Consistency

Directive leadership utilizes a pyramid structure, with power flowing from the top down. Those at the top give those at the bottom specific instructions and tasks. This style doesn’t encourage an organizational culture of collaboration in which leadership is characterized by dialogue, openness, or collaboration. Instead, directive leadership creates class distinctions based on each person’s position in the organizational hierarchy. Rewards and punishments are used to control workers—and the overall organizational culture. That’s why this leadership style is sometimes called “coercive management.”

Culture of consistency. Directive leadership is known for consistency. Leaders establish specific values and behavioral patterns, and others are expected to follow. That result is predictable, consistent performance and overall organizational culture. However, that organizational consistency comes at the expense of organizational agility. Research shows that team members need flexibility and dynamism to meet changing market forces or circumstances with innovation and creativity. Additionally, team members are more likely to “buy in” to whole-system change when their voices have been heard in the planning process—that’s not characteristic of directive leadership, which emphasizes top-down organizational change.

2. Transformational Leadership: A Culture of Inspiration

Transformational leadership is all about exploring what defines your organization’s culture—and making changes to improve it. Transformational leaders begin by bringing team members together to provide honest feedback. Employees identify challenges and opportunities, as well as personal goals and aspirations. Then, leaders align the organization's goals and values with those of its team members while chartering a course for positive organizational change.. Why? Aligning organizational and individual values improves morale, which has been shown to improve productivity. The overall goal is to inspire “transformational tendencies” in employees by reflecting their personal goals and values.

Culture of inspiration. Everyone is motivated to collect a paycheck. But great employees are inspired by something more. In Why Motivating People Doesn’t Work...and What Does, author Susan Fowler writes, “Motivation generated from values, purpose, love, joy, or compassion is different from motivation generated from ego, power, status, or a desire for external rewards.” Things like status and money are short-term motivators. Transformational leadership motivates by making team members feel they are working for a higher purpose that’s bigger than themselves.

3. Servant Leadership: Culture of Inclusion

Servant leadership flips the organizational pyramid, creating an atmosphere where everyone serves as a leader. The leader’s task is to establish an organization’s visionary goals and strategic direction. Then, the manager serves in a support role as employees work to achieve these objectives. Servant leaders focus on serving organizational stakeholders—and the larger community. This service component is what distinguishes servant leadership from other leadership styles. Participative leadership, for example, empowers employees by including them in the decision-making processes. Servant leaders, meanwhile, empower employees by assuming a support role that helps employees accomplish organizational goals

Culture of inclusion. Author and CEO of a Great Place To Work Michael Bush writes in the essay collection Servant Leadership in Action that there are three common pillars of great organizational cultures: trust, pride, and enjoyment. Bush adds, “Emerging organizations develop and support leaders toward a servant-minded approach—that is, they cultivate servant leaders who create cultures where all people feel trusted, empowered, supported, and treated fairly.” The overall goal, Bush adds, is to “relinquish the autocratic, command-and control” management styles and to leverage every ounce of employee potential to achieve whole-system change.

4. Participative Leadership: Culture of Innovation

Relying on a democratic approach, participative leadership works to build consensus among team members. As with transformational leadership and servant leadership, participative leadership earns trust and commitment to achieve whole-system change. Leaders make the final decision, but they do so through a process of compromise, collaboration, and consensus building that engages all team members. As with any democracy, participative leadership requires a culture of information sharing and egalitarian structures that give voice to all team members. And the process of “perspective giving” has been found to promote trust and empathy among groups with differing views, MIT researchers have found.

Culture of innovation. Yale Insights reports that an innovative organizational culture requires shared values, engagement, and enthusiasm. But, most important, it requires an environment in which team members feel safe to take risks and engage in independent thinking. Through open dialogue and communication and shared values, participative leadership fosters a culture of empathy that’s required for innovation to flourish. Michigan Ross Professor Jeffrey Sanchez-Burks explains, “Empathy means taking in the perspectives of others and paying attention to what they say and don’t say. When you learn how to do this in a systematic way, you become much more effective at knowing how to develop the ideas you have.”

5. Authoritative Leadership: Culture of Compliance

Authoritative leaders set the visionary direction of organizations and clearly explain the roles that individual employees will play in that long-term vision. Authoritative leaders lead by example and inspire employees to follow—but they can also create a rank-and-file culture that stifles collaboration, innovation, and professional development. Employees know their place in the organizational hierarchy and aren’t encouraged to deviate. This reflects traditional command and control virtues like top-down leadership and the traditional pyramid-shaped hierarchical structure.

Authoritative leadership and directive leadership share a number of traits. The biggest difference, however, is that power can be more distributed under directive leadership. A handful of leaders might set goals and deliver specific instructions and tasks to subordinates under directive leadership, for example. But power is even more centralized under authoritarian leadership. One individual establishes policies, goals, and direction without input from anyone else in the organization.

Culture of compliance.

Authoritative leaders can struggle to foster an organizational culture of empowerment or professional development. Employees might not feel valued as individuals, and they might not see a clear connection between their individual success and overall organizational success. Ultimately, this type of organizational culture signals to millennials that they’ll need to look for a job elsewhere to gain professional advancement.Millennials now hold the largest share of the U.S. labor market—and they prefer working in a meritocracy rather than a hierarchy. They believe that good ideas should be heard, regardless of where they come from. This idea is at odds with the rank-and-file culture that authoritative leadership fosters. Also, 87 percent of millennials say that professional development is important in a job, Gallup reports. Additionally, research indicates that baby boomers are—surprisingly—slightly less likely than millennials to value hierarchies in the workplace. Baby boomers were also found to value leaders who are “team oriented” and “participative” slightly more than millennials. So, a culture of compliance could face resistance from workers of all ages.

Setting the Tone for Your Organization’s Culture

Your leadership style sets the tone for your organization’s culture. It’s up to leaders to not only establish goals, policies, and the overall direction of organizations—but to decide who gets a voice in the process, and how goals and policies are implemented. When implementing a culture program, it’s important to consider which leadership style you want to define your organization’s culture.

Servant leadership, participative leadership, and transformational leadership encourage collaboration and an open exchange of ideas in varying ways. They’re rewarded with cultures of innovation, inclusion, and inspiration. Possible drawbacks include internal misalignment, confusion, and resistance to non hierarchical power structures. , or failure to address underlying problems. Directive leadership and authoritative leadership provide clear direction, goals, and purpose. They’re rewarded with consistency and predictability. But they can also be hampered by lack of collaboration, lack of innovation, and lack of a leadership development pipeline. This can leave employees feeling disengaged undervalued, and tempted to look outside the organization for professional advancement. In the end, cultures that help individuals thrive ultimately help organizations thrive.

Topics: Your Organization, Leadership, Workplace Culture, Servant Leadership

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