#12 – Adapting My Management Style for Impact

I remember a time when I leaned heavily into a democratic management style while leading a planning committee for a major fundraiser cycling event for my nonprofit organization. At the time, I believed that collaboration was the best path forward. Everyone had a voice, everyone had a say, and I did my best to facilitate consensus. The outcome? We eventually pulled the event off successfully, but it was far more stressful and chaotic than it needed to be. Too many cooks in the kitchen led to analysis paralysis, missed deadlines, and last-minute scrambles. I found myself stepping in to clean things up, which led to burnout and frustration.

Looking back, that moment taught me a lot about timing and context. Democratic leadership works well when there is room and time for discussion, but sometimes, especially with tight timelines or high-stakes outcomes, it can backfire. Because we got a late start on planning that year, a more directive approach might have worked better. It also made me realize that being seen as inclusive does not always mean you are being effective.

On the flip side, I have witnessed an autocratic style in action during an internal audit project at Volvo. One of the project leads made quick decisions without much team input. While we moved quickly and hit our deliverables, team morale took a hit. People felt unheard and undervalued, as if their skills were not being utilized and they were only expected to follow instructions.

According to my LTI profile, I naturally gravitate toward a Challenger style. I am comfortable with conflict, driven, and strategic. I am also high on Conscientiousness, which means I thrive with structure, discipline, and goal alignment. But I score lower on traits like Accommodation and Enthusiasm, which can make me come across as overly assertive or even cold when I am just trying to get things done.

Given this, I have realized I need to be more intentional about when and how I flex. In my current team settings, whether it is my nonprofit organization or my audit team, I am learning to blend the clarity and decisiveness of an autocratic style with the emotional intelligence and input-driven strengths of a democratic one. Laissez-faire will not cut it in most of my roles, but I do see its value when I am coaching someone who just needs the space to lead.

Ultimately, it is about situational awareness. My goal now is to read the room, recognize when my default style is helping or hurting, and adapt accordingly. Leadership is not about sticking to one style. It is about using the right one at the right time.