My Leadership Styles
Test Results

As someone inclined to adopt transformational leadership, I'm more comfortable when I focus on the big picture. I'm not particularly attached to the status quo. Rather than optimizing processes and implementing motivation systems for my team to achieve incremental goals, I prefer to develop an ambitious vision and inspire my teams to embrace it. Thanks to this forward-looking orientation, I tend to be proactive, relying on my team's motivation to solve obstacles autonomously, rather than spending my time solving each problem as it arises.

I tend to be optimistic about the skills, motivation, and sense of responsibility of my team members. I'm convinced that by valuing each person's individuality, stimulating their creativity, and giving them a real sense of belonging to the organization and its strategy, I'll achieve better results than by rewarding them with financial incentives or threatening them with sanctions. Deep down, I know that if I inspire my team to prioritize collective interest over personal interest, I'll achieve the bold transformations I envision.

« I inspire through vision, not rewards »

It may seem obvious, but it's important to note that transformational leadership is generally more effective in young organizations seeking identity and long-term strategy, as well as in older organizations that are either slowly declining or facing a sudden change in circumstances. Adapting different leadership styles requires constant evaluation of the approach the organization needs at a given time. A leader oriented toward a transformational style benefits from seeking positions where this approach is valued and avoiding organizations that favor a more transactional approach.

While adaptability has always been a valued quality, some argue today that in an economy marked by upheaval and uncertainty, it constitutes a major competitive advantage for high-performing organizations. Therefore, adaptability is one of the essential qualities of a 21st-century leader.

But adaptability is more complex than commonly believed. Some psychology researchers define it as "a capacity to effectively modify an ongoing situation." The key word here is "effectively." An adaptable leader isn't just willing to change tactics or strategy; they must also be able to analyze the situation, have the wisdom to choose the appropriate path, and possess the skills and experience necessary to successfully implement these changes.

My responses indicate that I possess the mindset of an adaptable leader. Research has shown that adaptability isn't a monolithic trait, but a set of attitudes and behaviors. Adaptability is closely linked to intuitive personalities, naturally open to new experiences and ideas, but this doesn't mean that other personality types can't develop an adaptable mindset.

Fundamentally, I easily recognize the need for change and adapt my behavior to different circumstances. I'm constantly on the lookout for opportunities to improve my leadership and my team's functioning. My ability to question my assumptions drives me to encourage feedback, even criticism, from my colleagues.

I acknowledge my mistakes and strive to learn from them. I also know how to adopt a more authoritative style when the situation requires it. I effectively manage complex and changing situations, and I know how to easily switch from one task to another, even from one attitude to another. For example, as an adaptable leader, I might favor a task-focused approach with a team struggling to meet an important deadline, while adopting a more people-oriented approach with a team whose creativity is stifled by interpersonal tensions.

« I adapt to each situation with discernment »

An adaptable leader also possesses high social and emotional intelligence, as they must be able to understand their collaborators as much as the concrete situation. This involves identifying each individual's specific needs, but also recognizing that people evolve over time.

One of the most difficult skills for an adaptable leader to master is probably reconciling contradictory values. For example, economic imperatives may conflict with employee well-being. Such choices are never easy, but an adaptable leader understands each situation as the result of unique forces and doesn't simply apply the same response systematically.

As a people-oriented leader, I focus my efforts on getting to know each team member and building strong personal relationships. I work on the principle that when people are happy and satisfied, they give their best and achieve their goals without the need for threats or incentives.

I undoubtedly see myself primarily as a facilitator, helping others collaborate and meet the challenges they face with creativity. I feel deep loyalty to my team members and strive to help them advance in their careers. I tend to assume that I'll be regarded with the same loyalty and recognition that I show them.

« I bet on people above all »

The advantages of a people-centered approach translate into high loyalty and morale. Employees enjoy coming to work and feel valued to propose improvements and express their creativity. Some studies suggest that workers in a people-oriented environment are more productive than those in a task-oriented environment.

People-oriented leadership recognizes the social nature of human beings. The danger of this approach lies in the fact that, without control, this socialization can generate serious distractions and significantly reduce the time devoted to tasks. It also happens that what's good for the organization may not be good for a particular employee. People-oriented leaders must be able to maintain a distance that allows them to set expectations, demand accountability, and make sometimes difficult personnel decisions.