Leadership models. What’s yours?

I recently met two different leaders on the same day. Both independently felt uneasy with their predicament.


They each look after teams of about ten people in a competitive environment; and both are new to managing.

They each have strengths.

One of them, Sadia, is really good at holding her staff to account; but not very good at support.

‘I believe in demanding leadership,’ she says.

And this isn’t so surprising; emotional awareness is not her strong hand she chooses a leadership model that doesn’t require it.

Timothy, on the other hand, is very good at support; but not very good at holding people to account.

‘I believe in a collegiate model of leadership,’ he says.

And this isn’t so surprising either because Timothy doesn’t like conflict in his life; and so he chooses a leadership model which avoids it.

But neither is happy with the results.

Timothy’s team are drifting and unfocused; while Sadia’s team feel angry and picked on.

When it comes to leadership models, it’s not enough simply to choose one that suits our personality.

Like a butterfly from a chrysalis, our leadership needs to transcend our own behavioural patterns and baggage, and become something that suits not ourselves but our team and their development.

And whatever model we choose, neither support nor accountability are optional.