Leadership is not a one-size-fits-all concept; it comes in various styles, each with its strengths and applications. As a leader in the startup world, understanding these styles and knowing when to apply them is crucial for fostering a dynamic and effective team. Let’s delve into the key leadership styles and explore scenarios where they shine.
It helps to think about choosing a leadership style based on 2 key factors: programmability and capability for autonomy. These factors were initially developed by Eric Flamholtz and Yvonne Randle in their book, “Growing Pains,” and are easy to keep in mind as you lead across situations and stages of your startup.
Here are the definitions:
Programmability: the extent to which an organization's tasks and processes
can be programmed, structured, or defined in advance.
Capability for Autonomy:
an individual’s capability and preference for autonomy in their work. This autonomy preference varies based on a person’s motivation, skill, education and their desire for feedback and interaction with others.
Here are leadership styles based on these two factors:
1. High Programmability, High Autonomy – Navigator Leadership
In this situation, the tasks are structured and should be completed a certain way, but the individuals would like autonomy in their work.
Definition: As a Navigator, you will need to offer guidance and make decisions, but you’ll have high involvement from your team in sourcing opinions and ideas. Given the individuals’ need for autonomy, you’ll also want to explain your decision-making rationale and keep people aligned with not only your vision, but also your thought process.
When to Apply: Embrace this Navigator style when you have clear objectives, there are best practices for the tasks to be done and your team is highly engaged and interactive. This can be particularly effective when managing product roadmaps or launching a new initiative.
2. High Programmability, Low Autonomy – Administrator Leadership
In this situation, the tasks are structured and should be completed in a certain way, and the individuals want clear direction or are not capable of autonomy.
Definition: Administrators excel in emphasizing structure, efficiency, and rules to ensure smooth operations. This leadership style thrives on providing clear direction, and team members are more likely to follow when the rationale or rules are communicated.
When to Apply: Utilize the Administrator style when scaling up operations, managing established processes, handling crisis situations, addressing compliance needs, or navigating high-risk scenarios. This style provides stability and order in situations that demand a structured approach.
3. Low Programmability, High Autonomy – Observer Leadership
In this situation, the tasks can be done in many ways, and the individuals would like autonomy in their work.
Definition: When a leader is an Observer, their team members have decision-making authority and freedom to oversee their own work. The leader is primarily available to provide resources or assistance if needed.
When to Apply: Utilize the Observer style when the task is more creative or open-ended and you have deep trust in the expertise of your team. This approach fosters a culture of innovation and adaptability, making it suitable for the early phases of a startup or when brainstorming new processes.
4. Low Programmability, Low Autonomy – Navigator Leadership
In this situation, the tasks can be done in many ways, and the individuals want/need more direction and input.
Definition: As in the high programmability/high autonomy quadrant, a Navigator leader suits this situation well. As a Navigator, you will need to offer guidance and make decisions, but since the task is unstructured and loose, you’ll need high involvement from your team in sourcing opinions and ideas. To give the team guidance for their creative tasks, you’ll also want to explain your decision-making rationale and keep people aligned with not only your vision, but also your thought process.
When to Apply: Embrace this Navigator style when you have clear objectives, and your team needs to be highly engaged and interactive to inform their work. You might see this when managing creative teams, or with sales and marketing teams with new customers/geographies.
Strategically applying these leadership styles based on the nature of tasks and the team’s dynamics will contribute to a well-balanced and effective leadership approach within your startup. Be ready to change up your style!
