Communication is a vital skill for any leader, but it can also be a source of conflict and misunderstanding when different styles clash. In this article, you will learn about the most common communication style differences that impact leadership styles, and how to adapt to them effectively.
Some cultures and individuals prefer a direct communication style, where they express their opinions, feedback, and expectations clearly and bluntly. Others favor an indirect communication style, where they imply, suggest, and soften their messages to avoid confrontation or offense. A direct leader may be seen as rude, aggressive, or insensitive by an indirect follower, while an indirect leader may be seen as vague, ambiguous, or unassertive by a direct follower. To bridge this gap, a leader should be aware of their own and their followers' preferences, and adjust their tone, language, and nonverbal cues accordingly.
Another dimension of communication style is the degree of context that is needed to understand a message. High-context cultures and individuals rely on implicit cues, such as shared assumptions, values, and norms, to convey meaning. Low-context cultures and individuals rely on explicit cues, such as facts, data, and rules, to convey meaning. A high-context leader may expect their followers to read between the lines, infer their intentions, and follow unwritten rules, while a low-context leader may expect their followers to be direct, specific, and follow written rules. To overcome this difference, a leader should provide enough context for their followers to understand their message, and ask for clarification or confirmation when needed.
A third aspect of communication style is the focus on either the task or the relationship. Task-oriented cultures and individuals prioritize efficiency, productivity, and results over personal feelings, emotions, and rapport. Relationship-oriented cultures and individuals prioritize harmony, cooperation, and trust over deadlines, goals, and performance. A task-oriented leader may value competence, accountability, and feedback over empathy, support, and recognition, while a relationship-oriented leader may value collaboration, loyalty, and appreciation over autonomy, competition, and criticism. To balance this contrast, a leader should show respect for both the task and the relationship, and acknowledge the contributions and needs of their followers.
A fourth factor of communication style is the level of formality that is expected and appropriate. Formal cultures and individuals use titles, honorifics, and protocols to show respect, hierarchy, and professionalism. Informal cultures and individuals use first names, slang, and jokes to show friendliness, equality, and informality. A formal leader may adhere to strict rules of etiquette, communication, and dress code, while an informal leader may adopt a casual, relaxed, and flexible approach. To adapt to this variation, a leader should follow the norms and expectations of their followers, and avoid being too stiff or too casual.
A fifth element of communication style is the degree of emotion and enthusiasm that is displayed. Expressive cultures and individuals use gestures, facial expressions, and vocal variations to convey their feelings, attitudes, and energy. Reserved cultures and individuals use minimal or subtle body language, facial expressions, and vocal tones to convey their calmness, control, and professionalism. An expressive leader may be perceived as passionate, charismatic, or emotional by a reserved follower, while a reserved leader may be perceived as cold, distant, or indifferent by an expressive follower. To bridge this gap, a leader should match their followers' emotional intensity, and avoid being too loud or too quiet.
This can be a tough one to adapt for someone like me who is naturally very expressive. I typically start an introduction with a big, warm smile and a firm wave/handshake. How a person responds tells me how to adjust. If someone responds with a head nod, no smile, serious tone, etc. it could be a cue to continue the interaction in a more reserved style. If someone responds back with high energy, enthusiastic greetings, big smile, etc. it typically means I can be more energetic. Noticing the difference and adjusting accordingly can make the conversation much more comfortable and productive for everyone.
One of the most critical things here is to recognise it is simply not enough to have a style or preference that works for you. As you move through your leadership journey it is critical to learn how and where to flex your communication style to suit both the person/people you are communicating with and the context. Self awareness, agility and flexibility are key to effective communication.
Adaptability is key to different situations. Unfortunately a great leader may be a great leader for some, but not all. Of course a leader can't cater for everyone's liking. Most importantly they need to achieve the results they're tasked with doing. This may involve a by hook or by crook approach. Whether they roll their sleeves up and do do the doing. Whether they convey instructions via their line reports or a lower level of employees. Adapting to different individuals they encounter to help build connections and achieve results is vital