If you read the management literature, it’s tempting to think that it’s a relatively simple pastime and that if you apply the recipe prescribed by the author then success will inevitably be yours.

Except the real world is somewhat messier than that and we regularly see a form of the innovators dilemma occurring whereby leaders succeed once and then flop in their next role or in different circumstances.

Winston Churchill is a fine example of a leader that worked well in particular circumstances but was disastrous in others.

Contextual awareness

It underlines the need for a kind of contextual awareness that allows leaders to adapt their approach to the context they find themselves in.

A recent study argues for the importance of adaptability in our leaders, and suggests the best are able to adapt their style to the particular circumstances they find themselves in.

The authors contend that leadership is less about fixed character traits as it is the way the leader can represent the nature of their followers.

So, in other words, the leader should try and both fit in with their group and also then mold that group such that the team believe the direction they take was their own doing.

To further complicate matters, this group identity is of course something that is derived from the groups standing in relation to other groups.

Relative power

The research explored how the standing of one team in relation to another impacted the way team members perceived the strategy of their leader.

They conducted three distinct studies across a range of industries, and discovered that followers are responsive to leadership strategies when those strategies are sensitive to the context of the group.

For instance, when the group had low status, a competitive style was endorsed, as the group see this as a way they can raise their standing.

In already high status groups, a competitive stance was supported when there was little chance of their status changing, and therefore they didn’t really need to appease their peers.

It underlines the challenges facing leaders requires a distinct approach depending on the circumstances they find themselves in.  The authors conclude that leaders should always have in mind both the inter and intragroup relations if they are to manage successfully.

It’s unlikely, therefore, that the same strategy will prove effective in different circumstances, and leaders should try and craft more flexible and specific strategies.

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