According to American scholar, organizational consultant and author Warren G Bennis, ‘Managers are people who do things right and leaders are people who do the right thing. Both roles are crucial, and they differ profoundly.’

Your leadership directly affects the way people feel about working for you. You create the environment for your team to work in by the manner you provide direction, feedback and coach your team. We call the critical aspects of this environment ‘organizational climate’.

Our research shows that business performance can improve by up to 30 per cent when employees experience a great organizational climate: energizing work, a positive atmosphere, feeling part of their team’s success. A leader’s behavior is the biggest factor in creating the right climate for their team. Improve your leaders’ effectiveness and you’ll improve business performance.

Delving deeper, there are many types of leaders in the workplace. Korn Ferry has identified six styles of leadership that have the biggest impact on organizational climate. They are:

A leader uses this style to provide long term direction and vision. Use of this style provides clarity on the vision and what they need to do and how they need to do it. And most importantly, it enables team members to understand why their work matters.


A leader uses the affiliative style to generate a warm and friendly atmosphere to create harmony. It makes team members feel valued as individuals, not just workers.


A leader uses this style to generate commitment and consensus among employees and generate new ideas. It enables a team to build a shared accountability to a decision or new way of working. And to discuss ideas, make decisions and share responsibility together.


A leader uses the coaching style to build long term capability. It involves understanding team members’ strengths, weaknesses and aspirations.


Leaders using this style lead by example to show others how to get tasks done to a high standard of excellence. When team members don’t know what to do, or how to do it, the leader who steps in and rescues the performance when using this style.


A leader uses this style to direct a task and to demand immediate compliance in its completion. It gives the team clarity on what needs to be done, now. When using this style, the ‘why’ is not explained.

Leaders should be mindful that there is no one best leadership style, or a ‘one style fits all’ situation. Leaders must use the appropriate leadership style to match the situation for the best outcome.

Would your team agree that you are a great leader?

Your team’s feedback on your leadership styles helps to challenge your habits and assumptions. How we think we lead is often very different from the experience of our direct reports. Feedback provides critical insights on the impact we have as leaders. From this feedback, focus on what kind of leader you want to be and the best styles for the context you are working in.

Developing your leadership styles will make you more flexible in the way you lead, and you will get more out of your team by choosing the most appropriate leadership style for each smart drugs online situation you face. However, be mindful of the style you are using in different situations and consider how effective they are for your team. At the end of a year, re-assess your leadership styles and your impact on organizational climate. A fresh look at the data can help you to track your progress, build on your strengths and measure the positive impact you’ve had on your team’s performance.

But what makes great leaders do what they do? Why do leaders behave in a certain way?

Behavior is driven by our motives and values. Understanding these inner drivers allows us to predict, monitor and manage our behavior. Developing our ability to manage our natural responses gives us time to choose the right leadership style, at the right time, with the right person.

A bit of self-awareness goes a long way in understanding our behaviors. When we know our strengths, we understand our choices. We can see how to apply a familiar skill to strengthen an underused style. Understanding our emotional intelligence makes our choices clearer to us.

Your emotional intelligence is the mix of personal abilities that make you an effective leader. Pioneer Daniel Goleman captured the essence of EI by stressing the importance of these four areas:

  1. Self-awareness: Knowing your emotions and their effects. Being confident in your abilities and knowing their limits.
  2. Self-management: Knowing how to manage your emotions, how to keep disruptive impulses in check and stay poised and positive, even in difficult situations.
  3. Social awareness: Being sensitive and responsive to other people’s feelings, needs and requirements. Reading the mood of a group.
  4. Relationship management: An ability to influence others, handle conflict, develop, lead and work with others.

These are the attitudes and behaviors that great leaders use to drive personal and team performance. They go beyond academic qualifications, technical skills and experience, and they support and sustain your use of the full range of leadership styles.

Bringing us back to the world of work – a story

It is impossible to think about leading others without understanding the demands of your own job. What are the expectations of your boss, your team members, your peers, your customers? What does your role deliver to the team that no other role does? What does fulfilment of your role look like? Let’s look at Paul’s story.

Paul was the head teacher/principal of the most successful school in his area. Then he took on – in addition – the leadership of a failing school nearby. We collected feedback from both schools using climate, leadership styles and competency assessments.

The data from the failing school painted a picture of a motivating climate. The data from the successful school pointed to low morale. Yet Paul’s leadership style was the same in both schools. He was pacesetting and coercive. So why were the climates so different?

When we looked at what Paul enjoyed doing, it became clear that his strengths were in dealing with crises, rolling his sleeves up and setting very clear directives. To the staff at the failing school, this was a real benefit. They were glad to be told what to do and how to sort out problems. But the people in the successful school were tired of being told what to do as they were ready to take responsibility for their own improvement.

So Paul had a choice. Should he develop leadership styles that would be good for a school that had achieved success? Or should he move regularly and be the person who helped failing schools to turn around?

There isn’t a right answer. But the feedback offered Paul insights into his behavior and choices about change, when the circumstances changed around him.

How can Korn Ferry help?

There’s no doubt that the type of leaders will affect team morale and performance. Let us help your leaders understand how their actions and behavior influence the organizational climate.


We have a collection of online tools, ‘Leadership Styles and Climate’, which can give you an accurate picture of the leadership styles your leaders use and the impact that your leaders have on their teams. Over 200,000 leaders across the globe and their organizations are confident in our tools because they help their leaders to deliver results. See here if you would like to learn more.

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About the contributor

Halim Ariff is the Country Manager for Korn Ferry Digital for Malaysia and Indonesia. With 22 years of corporate and consulting experience, Halim is well versed in high level C-suite stakeholder management. He has served clients throughout ASEAN, East and South Asia as well as in the Middle East. An expert at strategic engagement and board level syndication Halim also oversees revenue, profit, and growth targets for the Products Group. As a member of the senior management team, Halim plays a critical role in ensuring collaboration between teams as well as the cross selling of products and services across all business units within Korn Ferry.

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