Behavioural Theories: Actions and Behaviours

Many theories focus on what leaders do - their behaviours. For example, when a problem occurs, do they make a decision, instruct and build momentum, or pause, analyse and reflect before jumping into a decision?

This field of research dominated the 20th century and leadership styles have become central to our leadership language. Kurt Lewin spearheaded the behavioural theories in the 1930's when he developed a framework based on 3 leadership behavioural styles.

1. Autocratic leaders
   The 20th century archetype leader. They are authoritarian, sit at the top of the table and make decisions without consulting their teams. This style of leadership is often suited to high risk, fast paced environments, where decisions need to be made quickly without challenge or consultation.
   The phrase JFDI (just F*&%ing do it) was born from this style of leader.
2. Democratic or participative leaders
   These leaders happily make the decision, but before doing so, engage their team to explore ideas and create solutions. This works in cultures where inclusion and engagement is central and leaders must become master facilitators in healthy conflict and collaboration.
3. Laissez-faire or delegative leaders
   This is also considered servant leadership. The leaders who like this approach see themselves as enablers, setting the direction and allowing the team to make decisions about how things will get done. They see their team as the subject matter experts, and it works when the team is highly engaged, capable and feel aligned. However, leaders must be careful to not be too hands off and appear unapproachable or aloof.

The main thing to remember is that although you may have a dominant style, your leadership behaviour must adapt to the situation. Leaders who adapt and are flexible in their approach tend to be more successful.