Thinking Of a Role In Leadership? Part Two




Hey lady, how’s your week been?

I’m writing this post on a relaxed Sunday, listening to some of my favourite songs on YouTube. I’m in my zone right about now! I could be a DJ, easy! Anyway…

 This blog post is the second of a two-part series on you and leadership. You can read part one here.

In part one, I reflected on my own experiences of my days as a new manager and to be real with you, I kinda cringe. It’s not that I was a horrible boss (if I was, my colleagues smiled in my face and hid it well) but I thought being a good manager and leader was about doing the right things and being able to get results. Truth be told, it was a while before I realised that this stuff served its purpose, definitely as a manager, but I had no idea that leadership was about something else.

Poor me.

It’s a good job that life’s about living, learning and growing…and it never stops.


Understanding different leadership styles helped me to adjust the way that I worked with my colleagues. There are SOO many styles but here are several, less talked about leadership styles.


Transactional –   relies on the hierarchical structure of an organisation and motivates staff through the exchange of reward. This style of leadership focuses on the day to day operations of business, rather than longer term, strategic objectives, therefore, it enables leaders to address small, operational details quickly. This style of leadership may be appropriate where the workforce operates in a fast paced environment which relies on day to day effectiveness of a team, with short-term, outcome-focused objectives.

Transformational – employs strategies for the longer term performance and success of the organisation. This style of leadership focuses on team-building, motivating the workforce and setting goals and incentives in order to achieve success. This style of leadership pushes employees to develop their personal and certainly, professional capabilities and may be most appropriate where the strategic development of an organisation is required.

Authoritative, or ‘visionary’ – communicates the vision to the workforce and is focused on the long-term direction. This style of leadership may be appropriate where clear direction and standards are needed however, it is ineffective where employees are underdeveloped and need close guidance.

Coaching – is focused on the long term professional development of employees and motivates the workforce through the identification and provision of developmental opportunities. This style of leadership may be appropriate where employees are keen to further their development and where staff skills need to be developed, however a coaching style of leadership may be ineffective where issues around performance are too great and staff dismissals are necessary.

Pace setting – is primarily focused on completing tasks to a high standard, very much leading by example and expecting staff to follow suit. Leaders will often fulfil tasks themselves. This style of leadership can be effective where the workforce is competent and highly motivated, requiring little direction. It is likely to be less effective where staff require more support and assistance.

Affiliative – focusses on creating harmony amongst the workforce, including relationships between managers and employees. This style of leadership may be appropriate where it is adopted in conjunction with other styles of leadership, employees are performing to the required standard, there is little change in the day to day operations and conflict management is necessary. An affiliative style of leadership is likely to be ineffective where there is a need for improved performance and/or where there is a crisis, requiring a swift resolution.

So, appreciating a range of leadership styles is great and it’s a must if you want to develop yourself as a good leader but let me add something else…




Key to successful leadership is being, before doing. …you really need to be yourself in order for you to be the leader you’re called to be. In other words, know what’s important to you, know what you’re about and be that person consistently.

If honesty is important to you (and it better be!) be honest in all that you do. This might mean being able to have difficult discussions with others and doing so, in a way that reflects who you are, as well as whatever the situation calls for or being truthful, even when you know nobody else would ever know otherwise. 

Check out this Forbes article on authentic leadership for more information on what it means to be an authentic leader.

So, lady, who are you? What are you about? What’s important to you? What do you want to be known as? Your answers reflect who you are as a leader.

That’s right. You. The leader.

Until next time x

Tamaan WilkinsonComment