We often discuss leadership styles in an abstract context when considering management theory and sometimes look at specific leaders as examples. This week, it’s difficult to ignore the current tensions in Iran which provides a real-world case study in Donald Trump.

Trump is frequently described as erratic in his decision-making, with sudden policy shifts, bold declarations, and sometimes conflicting messages delivered in rapid succession. Supporters often frame this volatility as a strategic strength, arguing that keeping opponents guessing creates leverage. In geopolitical negotiations it may be the case that unpredictability can create pressure because nobody quite knows what the next move will be.

Whatever one’s political perspective however, Trump’s style often raises questions, as well as a few eyebrows; But does unpredictability actually make for effective leadership?

While some admire his tactics on the world stage, keeping people guessing is rarely a sound leadership strategy when you are running a business.

In organisations, uncertainty tends to erode confidence rather than build it. Employees perform best when they understand the direction of travel, the priorities of the business, and how their work contributes to wider objectives. A strong leader provides clarity: a clear plan, a defined goal, and a well-communicated path to achieving it.

When leaders articulate the organisational plan clearly, every employee understands not only what the organisation is trying to achieve, but also why it matters. Just as importantly, they understand the role they personally play in making that success happen.

This clarity gives people purpose. It creates alignment. Employees can see how their contribution affects outcomes and how their work fits into the bigger picture. That sense of purpose is a powerful driver of engagement, productivity and commitment.

Looking back at the geopolitical example, Trump’s frequently stated goal of “regime change” in Iran illustrates the problem of poorly defined objectives. The phrase itself lacks operational clarity. What does success actually look like? What steps lead there? What milestones indicate progress and what will be the next steps? Without that level of detail, the objective risks appearing reactive rather than strategic.

From a management perspective, it certainly would not meet the standards of SMART objectives that we teach in leadership training. For those of you who have undergone some management training, you’ll know that SMART stands for:

• Specific: clearly defined and unambiguous
• Measurable: progress can be tracked and evaluated
• Achievable: realistic given available resources
• Relevant: aligned with broader strategic goals
• Time-bound: with a defined timeframe for completion

These principles are not just a theory for the training room, they underpin effective leadership in practice. Leaders who communicate clear, measurable goals help their teams focus their efforts in the right direction.

Many managers naturally default to a particular management style. For those who have never received formal leadership training, that style is often shaped largely by their own lived experiences; particularly the managers they themselves have worked under. Unfortunately, this can lead to the perpetuation of outdated or ineffective management approaches. Poor habits and old-fashioned ideas get passed down from generation to generation of managers.

Modern leadership thinking, however, emphasises flexibility.

Trained managers learn that effective leadership is rarely about rigidly applying a single style. Instead, good leaders develop the ability to adapt their approach depending on the situation, the team and the individual employee.

Where possible, strong leaders flex their style according to each employee’s competence and confidence in their role. Someone new to a position may require more guidance and structure, while an experienced team member might benefit from greater autonomy and empowerment.

By adapting their communication and leadership style to the needs of individuals and teams, leaders unlock higher levels of productivity, morale and loyalty. Employees feel understood, supported and trusted; and they tend to perform accordingly.

Developing this kind of adaptive leadership capability doesn’t happen by accident. It requires learning, reflection and structured development.

That’s why developing leadership style is one of the key topics covered in the HR Champions ILM Level 5 Qualification in Leadership & Management. Our next course commences on 21 May and can be taken either as a two-day Award or a four-day Certificate.

The programme is ideal for managers who have completed Level 3 or Level 4 qualifications, or for experienced managers who want to maximise team productivity while beginning to nurture the next generation of leaders within their organisation.

If you would like to learn more about this course, or about any of our other leadership, HR and management workshops that can be delivered in-house and tailored to your organisation’s specific needs, talk to us today.

Developing better leaders is one of the most powerful investments any organisation can make. Call us on 01452 331331, or complete the contact form.