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Effective business leadership doesn’t just happen – it’s the result of careful work and learned skills, writes Tony Price, interim CEO of chief executives' organisation Vistage International. Some MDs and CEOs adopt a controlling style, others prefer a “hands-off” approach, and most of us fall somewhere between the two.

An autocratic style of leadership can appeal to those who prefer to retain total control over every decision. When taken to extremes, though, this approach can be disastrous. I knew one clever, talented MD whose style of leadership resembled that of a military dictatorship. He ruled his workforce with a fist of iron from the confines of a shuttered corner office. He paid his team well and he expected a lot from them, but at the same time, he cast them as ineffectual underlings. Fear ruled. Discourse was discouraged. No-one wanted to make a mistake. As usually happens, his style was replicated down through “the ranks”.

The outcome was predictable. The employees were under immense pressure to perform, and were expected to meet increasingly ambitious targets. However, with few outlets for their ideas and a lack of opportunities to make themselves heard, they felt disempowered. Staff turnover was high, and the business stagnated.

That’s not to say that an autocratic leadership style should be avoided at all costs. Judging from his TV show, Michelin-starred chef Gordon Ramsay is the epitome of an effective autocrat. He’s a loud, sharp talker and hard taskmaster. He may come across as the boss from hell – but in reality, Mr Ramsay’s leadership skills are finely honed, and inspire fierce loyalty and devotion amongst his staff. His trusted lieutenants are long-serving team members.

On the other hand, not many of us could get away with Ramsay’s straight-talking style: it requires immense charisma and talent.

Hone your skills
Over the years I’ve concluded that successful leadership is an art, rather than a science. Exploration is required; lessons must be learned.

But I also believe that our most effective leaders all display certain key qualities. Firstly, they value their own visibility. They don’t shut themselves away and they don’t make themselves “untouchable”. Instead, they talk to people in the cafeteria. They solicit and respond to employee email. They learn first-hand about events and attitudes on the front lines of their businesses.

The polar opposite of the tyrannical MD I described above, these leaders inspire trust, loyalty and courage in their employees in a variety of ways. These include:

• Telling it like it is. The people who follow you deserve to know what’s going on and will do a better job with the facts at hand. Vision is everything; your team members need to know where they are heading.

• Getting something done – fast. Short-term victories can bolster employee resolve. Celebrate these wins and show people that you appreciate their efforts. Make quick decisions – even if they are occasionally wrong!

• Making change exciting. Build on short-term gains to help guide employees through change. Once a foundation of trust has been laid, you can distinguish between good ideas that didn’t pan out and those that were ill-conceived. As the saying goes: ‘try to catch someone doing something right’.

• Taking risks on people. Focus on getting the right people, but encourage all your employees to go beyond past achievements. Always persuade people to do more – and to be more – than they ever thought possible.

Of course, teams all have their own qualities and quirks, and your approach should be adjusted to suit. Even so, a considered awareness of various leadership styles, together with the application of a few universal principles like those above, will provide a good foundation for your development as an effective leader.

Vistage International specialises in executive coaching and has 14,000 members worldwide.

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