Leadership in Context: Why Great Executives Adapt to the Situation

When it comes to executive leadership, one of the most overlooked truths is this: no single leadership style works in every situation. I’ve seen this play out time and time again in my career, coaching and advising executives across industries. The reality is, effective leadership requires context. And yet, we often treat leadership like it’s a universal formula—just apply “best practices,” and success will follow.

Leading scholarship tells us otherwise. Context matters deeply in leadership practice, and the ability to adapt to different situations is one of the most critical skills an executive can develop. Let’s explore why this is the case and how it shows up in real life.

Leadership Styles Aren’t One-Size-Fits-All

Take Daniel Goleman’s research on leadership styles, for example. He outlines six distinct approaches, including visionary, coaching, affiliative, and pacesetting. Each style has its strengths and weaknesses, but here’s the catch: they work best in specific circumstances.

A visionary approach might be perfect when your organization needs a bold new direction, but it could fall flat if your team is in crisis and needs hands-on support. Similarly, a pacesetting leader who thrives on high standards might energize a high-performing team but overwhelm one that’s struggling to keep up.

In my own experience, I’ve worked with leaders who were “stuck” in a single style. One CEO, for instance, was a brilliant strategist but struggled to shift from big-picture visionary to empathetic listener when their team needed more support. Once they recognized the need to adapt, their leadership impact grew exponentially.

The Role of Organizational Culture

Organizational culture is another layer of context that shapes leadership practice. What works in one company—or even one department—might not work elsewhere.

For example, an autocratic decision-making style might make sense in a highly regulated industry like healthcare or finance, where compliance and precision are paramount. But in creative industries, where innovation thrives on collaboration and experimentation, that same approach could stifle progress

I’ve seen leaders stumble because they tried to replicate a style that worked at their last organization, only to find it clashing with the norms of their new workplace. Leading scholarship, such as Edgar Schein’s work on organizational culture, underscores this point: effective leaders need to understand and align with the culture they’re operating in—or intentionally work to reshape it when necessary.

Adapting to Team Dynamics

Situational context isn’t just about the organization; it’s also about the people you’re leading. Teams go through different stages of development, from forming to storming, norming, and performing. According to Tuckman’s model, each stage requires different leadership behaviors.

For example, in the early “forming” stage, a leader might need to provide more direction and clarity. But as the team matures into the “performing” stage, that same level of hands-on guidance could feel micromanaging.

I’ve worked with leaders who struggled to let go of control as their teams became more self-sufficient. It’s a common challenge, but the best leaders recognize when it’s time to shift gears and trust their team to take the reins.

Navigating External Factors

Then there’s the broader context: the market, the economy, and the competitive landscape. External pressures often dictate what kind of leadership is needed in a given moment.

During periods of rapid growth, for example, leaders may need to focus on scaling operations, hiring talent, and building systems. But in a downturn, the focus shifts to cost management, resilience, and keeping morale high amidst uncertainty.

Research by contingency theorists like Fred Fiedler has long emphasized this point: effective leadership depends on matching the leader’s style to the specific demands of the situation.

The Pitfall of Sticking to Comfort Zones

One of the biggest obstacles to situational leadership is the comfort zone. Let’s face it—most of us have a default way of leading that feels natural. But relying too heavily on that comfort zone can limit your effectiveness.

For example, I once coached an executive who thrived in turnaround situations. They were decisive, action-oriented, and great at driving change. But when their company stabilized, their relentless push for transformation started creating unnecessary disruption. They had to learn how to shift into a more steady, collaborative mode to lead in a different context.

How to Lead Contextually

So, how can executives ensure their leadership practice aligns with situational context? Here are a few strategies that have worked for the leaders I’ve coached:

1. Assess the Environment:

Before diving into a new challenge, take a step back. What’s the organizational culture? What stage is your team in? What external pressures are at play? The answers should inform your approach.

2. Expand Your Leadership Toolkit:

Flexibility is key. If you’re only comfortable leading in one way, it’s time to develop new skills and behaviors. This might mean practicing more empathy, learning to delegate, or becoming more comfortable with ambiguity.

3. Solicit Feedback:

Sometimes, we can’t see the context as clearly as we think. Regular feedback from trusted colleagues or advisors can help you calibrate your leadership to the situation.

4. Stay Curious:

Situational leadership requires a mindset of continuous learning. Stay curious about your environment, your people, and yourself. What worked yesterday might not work tomorrow, and that’s okay.

The Bottom Line

Leadership isn’t about rigidly applying a set of principles or techniques. It’s about reading the room—whether that’s a literal room of people, the culture of your organization, or the larger environment—and responding in a way that moves the needle.

Great executives aren’t just leaders; they’re adaptors. And when you let context guide your leadership, you unlock the potential to not just lead, but lead effectively, no matter the situation.

What’s your take on situational leadership? Let’s keep the conversation going—because the best leaders know they never stop learning.

Call to Action

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Aarn Wennekers ? 2025