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How can you determine the best leadership style for your practice?

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As a practice manager, you need to lead your team effectively and efficiently. But how do you know which leadership style suits your practice best? There is no one-size-fits-all answer, as different situations and personalities may require different approaches. However, you can use some general guidelines and frameworks to help you assess your own strengths and preferences, as well as the needs and expectations of your staff and clients. In this article, we will explore four common leadership styles and how they can be applied to practice management.

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1 Autocratic leadership

Autocratic leaders are decisive, assertive, and directive. They set clear goals and expectations, make all the important decisions, and monitor the performance and compliance of their team closely. This style can be effective when you need to act quickly, deal with emergencies, or enforce standards and policies. However, it can also be perceived as controlling, rigid, or intimidating, and may demotivate or alienate your staff if used excessively or inappropriately. To avoid these pitfalls, you should balance your authority with communication, feedback, and recognition, and be open to suggestions and input from your team when possible.

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Chris Verity

Principal Consultant at The Middle // Manager and Freelance Author
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In my experience Autocratic Managers (I won't use 'leaders' because this style does not lend itself to great leadership) tend to move too far towards the 'assertive' and 'directive' with little room for empathy or recognition. Narcissistic characteristics are also common traits with Autocrats. Giving advice to this type of manager, about balancing communication, feedback etc will be foreign to them. I have worked with three senior managers who fall into this category.

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2 Democratic leadership

Democratic leaders are collaborative, participative, and consultative. They involve their team in decision making, problem solving, and planning, and value their opinions and insights. This style can be effective when you want to foster a culture of trust, engagement, and innovation, or when you face complex or uncertain situations that require diverse perspectives and expertise. However, it can also be time-consuming, inefficient, or confusing, and may lead to conflicts or inconsistencies if not managed well. To avoid these drawbacks, you should clarify your role and responsibilities, set boundaries and criteria for involvement, and ensure that everyone understands and supports the final decisions.

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Chris Verity

Principal Consultant at The Middle // Manager and Freelance Author
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This leadership style lends itself to team inclusion, but it has to be made clear that the Manager has the ultimate decision, once all the input is considered and discussed with the stakeholders.

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3 Transformational leadership

Transformational leaders are visionary, inspirational, and motivational. They create and communicate a compelling vision and mission for their practice, and align their team with their values and goals. They also encourage and empower their team to grow, learn, and excel, and provide them with support and resources. This style can be effective when you want to drive change, innovation, or growth, or when you face challenges or opportunities that require creativity and commitment. However, it can also be unrealistic, demanding, or overwhelming, and may neglect the practical or operational aspects of your practice. To avoid these risks, you should balance your vision with reality, set realistic and achievable targets, and monitor and evaluate your progress and results.

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4 Situational leadership

Situational leaders are flexible, adaptable, and responsive. They adjust their style according to the situation, the task, and the individual. They assess the readiness and competence of their team members, and provide them with the appropriate level of direction and support. This style can be effective when you want to optimize the performance and development of your team, or when you face diverse or dynamic situations that require different approaches. However, it can also be challenging, inconsistent, or confusing, and may require a lot of time and effort to assess and adjust your style. To avoid these difficulties, you should communicate clearly and frequently with your team, explain your rationale and expectations, and solicit and provide feedback.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Patricia Shackleton

2020 Michigan Heritage Award recipient
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A prime resource for servant leadership is "Breaking Ice & Breaking Glass leading in uncharted waters" by Vice Admiral Sandra Stosz ISBN 978-1-64663-523-8. She is a practitioner of servant leadership and being a leader of character. History has shown us that it is a win-win situation to use this leadership method. "Leading with character means treating everyone on the team with equal regard and respect, from the duty driver to the senior executives." Samuel K. Skinner, former US Secretary of Transportation

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How can you determine the best leadership style for your practice?

1

2

3

4

5

1 Autocratic leadership

2 Democratic leadership

3 Transformational leadership

4 Situational leadership

5 Here’s what else to consider

Practice Management

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How can you determine the best leadership style for your practice?

1

2

3

4

5

1 Autocratic leadership

2 Democratic leadership

3 Transformational leadership

4 Situational leadership

5 Here’s what else to consider

Practice Management

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