5 Common Leadership Styles and How They Drive Success

The data is clear: leadership matters. 

80 percent of workers say that they would stay in a job because they have a manager they trust. Employees who trust their leaders are 14 times more engaged than those who don’t trust their leaders. However, 77 percent of companies report a gap in leadership development and only 23 percent of employees strongly agree that they have a clear understanding of what exceptional performance would look like in their role.

So, it’s not just that leadership matters. It’s that leadership is profoundly needed across teams, organizations and communities. 

Identifying and developing one’s leadership style is a great step toward meeting that need. So, current and aspiring leaders may ask, what are the types of leadership styles? By exploring the answers to this question and reflecting on individual experiences and environments, leaders—and those who aspire to lead—can enhance their careers and elevate their workplaces.

What Are the Different Types of Leadership Styles? 

Some professionals argue that servant leadership is the most effective approach, while others firmly believe in transformational leadership. Some executives swear by transactional leadership; others are convinced that effective leaders take a coaching approach to managing their teams. There is no singular answer to the question “how many leadership styles are there?” Some experts say four, others six, still others 12 or even 15. 

Here, we explore five common leadership styles that regularly arise in a variety of professional settings, from schools to nonprofits to corporations:

• Distributed leadership
• Catalytic leadership
• Resonant leadership
• Servant leadership
• Transformational leadership

Consider the pros and cons of these common leadership styles.

Distributed Leadership

Distributed leadership is an early-2000s framework that is largely attributed to James P. Spillane and Peter Gronn. Distributed leadership considers how leadership is structured across an organization and emphasizes the ways that leadership responsibilities are shared across multiple people. Rather than elevating one person as the leader, distributed leadership intentionally builds and implements a structure that spreads leadership roles and responsibilities throughout an organization

Some critics of distributed leadership note that its definition can be vague, implying a general sense of sharing leadership rather than getting into the details of how to do so. Others note that distributed leadership can sometimes be used as a term or buzzword in situations where hierarchy exists but is not acknowledged, which can cause confusion and conflict among teams. 

Distributed leadership may work best in settings where multiple formal leaders are equipped to define terms and delegate tasks, decision-making authority is clear and collaboration is intentional. In these cases, distributed leadership can help teams determine the best solutions to organizational challenges as subject-matter experts are empowered to lead in a relevant situation and employees are encouraged by clear opportunities to rise into leadership capacities.

Catalytic Leadership

Catalytic leadership, a framework that became well-known through the work of Jeffrey S. Luke, refers to a leadership approach in which leaders ignite momentum and inspire change rather than taking all, or even the majority, of the action themselves. Catalytic leaders emphasize empowerment of others, system transformation and partnerships. They’re often found in highly-collaborative environments, such as social change efforts, community organizations and nonprofits. 

These leaders can also be effective in organizations and corporations that value innovation, teamwork and solving complex problems. Catalytic leaders can be especially successful at managing project teams with clear goals and a diversity of skills, knowledge and abilities among team members. 

Critics of catalytic leadership note that this approach can create laborious decision-making processes as collaboration may be prioritized over efficiency. Catalytic leaders may struggle to cast a strategic vision as they focus on cultivating team participation and buy-in, which can slow momentum.

When it comes to team-building and individual empowerment, a catalytic approach can be a mark of effective leaders. Such leaders, however, will need to create processes for accountability, efficiency and remaining in keeping with overall strategic goals.

Resonant Leadership

A term coined by Richard Boyatzis and Annie McKee, resonant leadership emphasizes emotional connection that inspires and motivates people. As people resonate with their leader, the framework suggests, they become emotionally aligned with their leader, finding a sense of camaraderie and purpose in their shared goals. 

According to Boyatzis and McKee, resonance can occur within several leadership styles, including visionary leadership, coaching leadership and democratic leadership. Leadership styles that emphasize genuine relationships, self-awareness and psychological safety are attuned with many aspects of the resonant leadership style.

These overlaps raise concerns for some critics, who say that resonant leadership may simply be a rebranding of other leadership styles. Others say that resonant leadership may prioritize positive emotions over urgent decisions, which may decrease productivity. 

Resonant leadership may work best in conjunction with other, more structured leadership approaches, so that effective strategy and emotional safety can be considered in conjunction with one another. 

Servant Leadership

First articulated by Robert K. Greenleaf in 1970, servant leadership is a management style and philosophy in which leaders take a people-first approach to their teams. Rather than prioritizing their own goals and ambitions, practitioners of servant leadership focus on the development and empowerment of their teams. Servant leaders listen, express empathy and see themselves as components in a support system for their team members when they face difficulties. 

Similar to the critiques of coach and democratic leadership, some say that servant leadership can require too much time to be effective. As leaders spend their days developing their employees considering what’s best for them, they may find themselves unable to meet productivity standards or create momentum in their workflows. Some critics of servant leadership also note that it may be perceived as weakness or indecision, rather than a choice to serve. 

On the other hand, some studies show that servant leadership increases employee engagement by 20 percent, productivity by 28 percent and staff retention by a remarkable 50 percent. For those who are drawn to servant leadership, a system for determining when it’s time to prioritize shared goals over individual development may be essential for long-term success.

Transformational Leadership

Transformational leadership is a management style that emphasizes building trusting relationships, focusing on culture and vision and developing people. Transformational leadership encourages professionals to become their best selves as leaders model traits known as “the four Is,” which are:

• Idealized Influence: Leaders act as ethical, trustworthy role models
• Inspirational Motivation: Leaders invite team members into a compelling shared vision
• Individualized Consideration: Leaders personalize support and mentorship for each professional
• Intellectual stimulation: Leaders cultivate innovative problem-solving

First articulated by historian James MacGregor Burns in his 1978 book Leadership, transformational leadership stands in stark contrast to transactional leadership, in which leaders emphasize performance and structure, using rewards and punishments to motivate employee performance. While some name decreased performance as a potential con of transformational leadership when compared to transactional leadership, researchers are finding that transformational managers in the post-Covid landscape are leading employees to greater performance and mental well-being outcomes than their transactional manager peers. 

Transformational leadership proves to be a meaningful, positive leadership style in a variety of professional settings, including:

• Education: Transformational leadership had a positive effect on school culture, job satisfaction and both teacher and collective self-efficacy
• Nursing: Transformational nurse leaders decreased staff turnover and increased nurse job satisfaction 
• Nonprofits: Organizations that implement transformational leadership see regular positive outcomes, including significant increases in volunteer engagement and client satisfaction. 

Across professional roles, workplaces and industries, transformational leadership motivates teams and empowers individuals. As technology and the rapid pace of change in the modern world require increased agility and creative thinking, transformational leaders can benefit employees, clients and whole communities. 

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Are you ready to learn more about how SBU's Online Doctorate Degree in Education can equip you to create positive social change as a transformational leader? Connect with an advisor today.