Styles of Leadership

Leadership is a role, not a job title. In a healthy team, leadership is often “fluid” and situational.

1. Situational Leadership (Hersey-Blanchard)

There is no “best” style. The effective leader adapts based on the Competence and Commitment of the individual they are leading.

• Directing (S1): High directive, low supportive. Use for beginners with high commitment but low competence.
• Coaching (S2): High directive, high supportive. Use for those with some competence but low commitment (the “disillusioned learner”).
• Supporting (S3): Low directive, high supportive. Use for those with high competence but variable commitment.
• Delegating (S4): Low directive, low supportive. Use for the high-competence, high-commitment expert.

2. Servant Leadership

Coined by Robert K. Greenleaf, this flips the traditional hierarchy.

• The leader’s primary goal is to serve the team.
• Characteristics: Empathy, healing, awareness, persuasion, stewardship, and commitment to the growth of others.
• In Engineering: The lead’s job is to unblock the team, protect them from outside distractions, and provide the resources they need to succeed.

3. Transformational vs. Transactional

• Transactional: Focuses on exchange. “Do this task, get this reward.” Works for simple, repetitive tasks.
• Transformational: Inspires followers to transcend their self-interest for the sake of the team/mission. Focuses on vision, intellectual stimulation, and individual consideration.

The “Technical Lead” Trap

A common failure in engineering is promoting the best coder to a lead role without shifting their leadership style. Transitioning from “Maker” to “Multiplier” requires moving from Transactional/Directing styles to Coaching/Transformational styles.