Leadership Styles Every Project Leader Needs — and When to Use Them

One of the most common leadership mistakes is assuming consistency means strength.

In reality, strong leadership is situational. The way you lead during a safety issue, a tight shutdown window, or a complex CAPEX decision should not look the same.

Over the years, I’ve found myself switching leadership styles far more often than I expected — sometimes within the same week, or even the same meeting.

Here’s what that looks like in practice.

Table of Contents

• Collaborative

• Directive

• Coaching

• Supportive

• Delegative

• Autocratic

• The Real Leadership Skill

Collaborative

When scope, cost, and operational impact are tightly connected, collaboration becomes essential.

I see this most clearly during early-stage CAPEX discussions — bringing engineering, operations, maintenance, and finance into the room to pressure-test assumptions. The decision still needs an owner, but the quality improves when the thinking is shared.

Collaborative:
“I want your input before we decide.”

Directive

There are moments where clarity matters more than debate.

During shutdown preparation or when dependencies start slipping, I’ve learned that being directive avoids confusion. Setting clear priorities, dates, and responsibilities keeps momentum and prevents rework.

This isn’t about control — it’s about alignment.

Directive:
“I’ll tell you what to do — and why.”

Coaching

Coaching shows up most when working with engineers or contractors who are capable but still growing into the role.

Instead of stepping in immediately, I often slow the conversation down, ask how they’re approaching the problem, and guide them toward a better solution. It takes more time upfront, but it reduces repeat issues later.

Coaching:
“Let’s work through this together so you can handle it next time.”

Supportive

Not every challenge is technical.

During periods of high workload, competing priorities, or prolonged pressure, leadership becomes less about decisions and more about people. Checking in, acknowledging effort, and creating space to reset expectations help teams stay effective without burning out.

Supportive:
“I’ve got your back — let’s get through this.”

Delegative

Delegation becomes critical once trust is established.

On projects where the team has proven capability, I deliberately step back and let them own delivery, while I focus on risk, interfaces, and stakeholder alignment. Accountability stays with me, but execution sits where it belongs.

Delegative:
“You own this — let me know if you need support.”

Autocratic

Autocratic leadership is rare — and it should be.

But when safety, compliance, or immediate operational risk is involved, there’s no room for discussion. In those moments, the responsibility is to act decisively and protect people and the business.

Autocratic:
“Do this. Now.”

The Real Leadership Skill

Leadership maturity isn’t about having a favourite style.
It’s about knowing when to switch, even if it feels uncomfortable.

Sometimes that means slowing down when you want to move fast.
Other times, it means being firm when collaboration would dilute accountability.

Question to reflect on:
Which leadership style do you naturally default to — and which one do you need to use more deliberately in your current role?

P.S. If you haven’t already, connect with me on LinkedIn — I share practical leadership and project management insights.
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