Leadership Style Wheel of Balance

for a high-level view of your leadership style

Area Current Target Priority

1. Reflect on each leadership style, using the 1. Authoritative
descriptions for each to assess your own style. “Come with me.”   
2. Coaching
2. Rate yourself out of 10 against each
leadership style for how well you exhibit the “I want you to succeed.”   
positive behaviours of that style; and how well 3. Democratic
you avoid the negatives.
“What shall we do? We decide.”   
3. Shade-in each segment to reflect your score. 4. Pace-setting
4. Reflect on the completed wheel. What do you “Do it like me.”   
5. Affiliative
notice? Any surprises? What’s missing? What
needs work? What are your new priorities? “Let’s get along.”   
6. Coercive
“Go there. Do it this way.”   

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Leadership Style Wheel of Balance
The leadership styles Potential Pitfalls

1. Authoritative: “Come with me.” Not appropriate when the goal is already
well-established, with an experienced team
 Gives a strong sense of direction that is at once both ambitious and realistic.
cooperating well and delivering on plan.
 Never loses sight of core business purpose and uses that to motivate staff.
There, adopting an affiliative or democratic
 Can rise above internal politics and jargon to see wider perspective.
style would be appropriate.

2. Coaching: “I want you to succeed.” Not appropriate when the primary driver of a
given task is timely delivery above quality and
 Brings out the best in others, through self-awareness and responsibility.
learning. In these rare circumstances, a
 Has abandoned fear of inadequacy and insecurity to champion others’ progress.
coercive style may be best-suited to the
 Is solutions focused, building outcomes around thinking, learning and action.
organisation’s goals.

3. Democratic: “What shall we do? We decide.” Not appropriate when timely and committed
decision-making is required, as per during a
 Seeks input from staff and stakeholders through consultation and engagement.
crisis. This style is also less positive on
 Fosters a climate of high-trust, consensus and shared ownership of the vision.
organisational climate than the authoritative
 Shares information and insights, leading to staff empowerment and motivation.
and coaching styles.

4. Pace-setting: “Do it like me.” Reluctance to delegate can lead to burn-out

and demotivate staff by starving them of
 The technical expert, more comfortable trusting themselves to do the work.
autonomy and opportunity. Often lacking in
 Sets high standards and provides a role-model of mastery, quality and work-ethic.
leadership and comms skills, and are
 Can drive high performance provided team goals are clear and skills adequate
unintentionally coercive.

5. Affiliative: “Let’s get along.” Important decisions can be delayed while

participation is prioritised. Emphasis on
 Prizes harmony and good relationships among the team above all else, resolving conflicts.
praise and harmony can leave poor or lazy
 Gives positive feedback continually and prioritises communication and trust.
performance unchallenged, poisoning
 Can engender bonds of commitment and loyalty, with staff going above/beyond.
working relationships.

6. Coercive: “Go there. Do it this way.” Not appropriate when used on a permanent
basis as will produce a toxic, low-performing
 Driven, results focused and with a strong sense of role, responsibility and purpose.
environment. Also inappropriate where
 Can be highly effective, in short bursts or times of crisis, to meet specific needs.
standards, expectations, role and purpose
 Can offer a healthy and productive reality check for those losing perspective.
are not well-defined.

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