Authored by Project Leadership Couch, Susanne Madsen
One of the biggest myths about leadership is the idea that there is a single “right” style of leading others. Most of us now recognise that effective project leadership is situational. How we lead needs to shift depending on what is happening in the team and what we are trying to achieve in that moment.
In practice, however, many leaders still default to the style that feels most natural to them. Some are instinctively more assertive and directive, while others lead with empathy and inclusion. Neither is wrong – but neither is sufficient on its own. If we are serious about developing as leaders, we need to pay close attention to how we show up in each situation. That means noticing our impact (or lack of) and deliberately experimenting with different approaches rather than leading on autopilot.
Daniel Goleman’s six leadership styles provide a helpful framework for understanding how and when to adapt your approach. If you’re curious, download the Six Leadership Styles Questionnaire to reflect on your own default leadership style.
Let’s look at how each style shows up in some common project situations.
Visionary Leadership Style:
When People Lack Clarity or Direction
Your role as a leader is to create clarity and meaning. The team needs to understand why the project matters, what success looks like and how their individual contributions make a difference. In my experience, many project managers shy away from doing something as simple as a three-minute visionary reset with their team. Yet being visionary is a core leadership skill – particularly at the start of a project, or when momentum begins to fade.
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What is Situational Leadership Theory? Definitions & Examples
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When a project feels fragmented, or when people are working hard but pulling in different directions, the most valuable thing you can do is reconnect them to the bigger picture. Remind them why the project matters and why they matter. When you articulate the project’s vision in a clear and convincing way, you create alignment and renewed purpose without micromanaging.
To stretch yourself, set aside three minutes in your next team meeting to reconnect the team with the purpose of the project.
Coaching Leadership Style:
When People Need to Grow into Responsibility
Your role as a leader is to help others think for themselves, learn, and step into greater ownership. When team members are capable but hesitant, or when you want them to move from delivery to true responsibility, a coaching approach is often far more effective than giving answers or instructions.
Instead of telling people what to do, ask thoughtful questions, challenge their assumptions, and encourage individuals to work through issues themselves. Over time, this builds confidence, judgement and accountability – not just task completion.
The coaching leadership style is particularly powerful once the basic structure of the project is in place and people are expected to operate with more autonomy. Used well, it shifts accountability away from you and into the team. Used poorly or too early, it can feel like a lack of support. The trick is to understand when people need guidance and when they need challenge and room to grow.
As an experiment, try asking more open questions (starting with ‘what’ and ‘how’) and resist the urge to jump straight to telling your team what to do.
Democratic Leadership Style:
When Buy-In Matters More Than Speed
Some decisions on a project are less about finding the perfect answer and more about ensuring shared ownership and commitment. Agreeing ways of working, which collaboration platforms to use, and establishing meeting rhythms are typical examples.
By using a democratic leadership style in these situations, you invite the team into the decision-making process and make space for different perspectives. You do that by facilitating collaborative discussions rather than asserting your own opinion – you frame the questions, guide the discussion, summarise the pros and cons, and help the group reach a well-considered conclusion. The result is stronger alignment and greater accountability once the decision is made.
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This style requires judgment. Not every decision should be democratic, and overuse can slow progress or blur responsibility.
To develop your leadership range, try involving your team in a decision where shared alignment matters more than speed, and notice how it strengthens buy-in and ownership.
Affiliative Leadership Style:
When Relationships or Strong Emotions Are Getting in the Way
Projects are not just technical endeavours; they are about people. And whenever people are under pressure, emotions are never far behind. When tension rises, conflict surfaces, or individuals feel unheard or unsafe, pushing harder on tasks and deadlines rarely produces better outcomes.
In these situations, affiliative leadership becomes essential. Your focus shifts to listening, acknowledging concerns, and rebuilding trust. This is not about avoiding difficult conversations or lowering expectations. It is about creating the conditions in which honest, productive conversations can take place and issues can be addressed without escalating further.
Strong relationships alone don’t guarantee results, but they create the trust, cohesion, and psychological safety that allow teams to perform at their best, especially under pressure.
To challenge yourself, slow down and truly listen when a team member is upset or under pressure. Ask how they are experiencing the situation and acknowledge their perspective before moving to solutions.
Directive Leadership Style:
When Urgency or Risk Leaves Little Room for Debate
There are moments on projects when collaboration has to take a back seat to speed and precision. A serious issue has emerged, a deadline is at risk, or a high-stakes decision cannot be left open.
In those situations, a directive leadership style can be the most responsible choice. Clear instructions reduce ambiguity and help people focus on what needs to happen next. Used in this way, directive leadership creates safety and momentum rather than fear.
The danger lies in using this style by default rather than by design. If people are constantly told what to do, motivation and ownership will quickly erode. Directive leadership works best when it is clearly situational and time-bound, and then returns to more empowering styles once the immediate risk has passed.
To stretch yourself, practice giving clear and decisive direction in a genuinely urgent, high-stakes situation – and be explicit about when you expect to shift back to a more collaborative approach.
Pacesetting Leadership Style:
When Performance Isn’t Where It Needs to Be
Sometimes the issue isn’t effort, but standards. The work is being done, but not at the level required. In these moments, stepping in as a role model can be effective.
A pacesetting approach allows you to show, rather than tell, what good looks like. By demonstrating the standard you expect, you make expectations tangible and credible. This is particularly effective with team members who are still developing their skills or need to raise their performance to meet the required standard.
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That said, this style has sharp edges. If overused, it can feel like micromanagement or a lack of trust. Team members who are already skilled may find it unnecessary, or even demotivating. To avoid disengagement, use the pacesetting style as a deliberate, short-term intervention rather than a default way of leading, and be mindful to respect the expertise of experienced team members.
To challenge yourself, step in when standards aren’t being met and demonstrate the behaviours and quality you expect from the team. Then step back once you have reset expectations.
The Real Leadership challenge
As already mentioned, the real challenge isn’t knowing these styles; it’s knowing when to switch between them.
Effective project leaders constantly ask themselves
- What does this situation need from me right now?
- Am I choosing my approach deliberately, or am I defaulting to what feels comfortable?
Adapting your leadership style doesn’t mean being inconsistent. It means being responsive, emotionally intelligent, and fully aware of the impact you have on your team. While your approach may shift from moment to moment, your presence remains steady. Every team, no matter how experienced, needs clarity, challenge, and thoughtful guidance. Your role is to show up in the way your team needs you most— always their guide, mentor, and enabler.
As a short reflection exercise, you can download the Six Leadership Styles Questionnaire from Susanne Madsen’s website and explore which leadership style you tend to default to.
