Definition

Leadership style is the characteristic manner in which a leader provides direction, implements plans and motivates people. Academic research by Kurt Lewin in 1939, later extended by Daniel Goleman in Harvard Business Review (2000), distinguishes distinct styles that shape team climate and, ultimately, performance.

For surveying teams the practical insight is that no single style fits every situation. The best leaders use several styles fluidly, adapting to the task, the team's maturity and the pressures of the moment.

Why this matters for Diversity, Inclusion and Teamworking

  • Level 1 knowledge: you must be able to name and describe at least four recognised leadership styles and link each to a team situation.
  • Leadership style directly shapes psychological safety, inclusion and retention — central themes of the DIT competency.
  • The RICS expects its members to model inclusive leadership under the Rules of Conduct (2022), particularly Rule 4 (respect).
  • On site, surveyors routinely have to flex between directing contractors, chairing multi-disciplinary design teams and coaching graduates — each demands a different style.
  • Poorly chosen leadership style is one of the most common drivers of project failure, grievance and unconscious bias claims.

Key principles and explanation

1. Autocratic (authoritarian) leadership

The leader makes decisions unilaterally and expects compliance. Useful in emergencies, safety-critical site incidents and when the team lacks experience, but it suppresses creativity and damages engagement if over-used.

2. Democratic (participative) leadership

The leader invites the team to contribute to decisions. Builds commitment and surfaces diverse views — well suited to design reviews, value-engineering workshops and project close-outs. It is slower and can frustrate the team if the leader later overrules the consensus.

3. Laissez-faire (delegative) leadership

The leader sets objectives then steps back, allowing the team to decide how to deliver. Works best with senior, highly competent professionals, such as chartered specialists on complex valuation instructions. Requires clear accountability or it collapses into drift.

4. Transformational leadership

The leader inspires the team around a shared vision and high standards — focusing on purpose and growth. Associated with long-term change programmes, cultural transformation and ambitious bids. Characterised by the "four I's": idealised influence, inspirational motivation, intellectual stimulation and individual consideration (Bass, 1985).

5. Transactional leadership

Performance is exchanged for reward or correction — classic target-setting and KPI management. Effective for routine, measurable work such as fee-earning billable targets or contract administration deadlines, but weaker at fostering innovation.

6. Servant and situational leadership

Servant leadership (Greenleaf) puts the leader's role as serving the team's growth and removing blockers — increasingly associated with inclusive cultures. Situational leadership (Hersey and Blanchard) argues the leader should flex between directing, coaching, supporting and delegating based on the follower's competence and commitment. This model is the one most APC assessors expect candidates to reference.

Assessor tip

If asked "what style do you adopt?", avoid picking one. The sophisticated answer is: "I draw primarily on situational leadership — I direct and coach graduates on their first valuations, and delegate to senior colleagues who lead on complex red-book work. In a safety incident I switch to autocratic by default." Link your answer to a real example from your diary.

Relevant RICS guidance and legislation

  • RICS Rules of Conduct (effective 2 February 2022) — Rule 4 (respect) and Rule 5 (competent service) directly engage leadership behaviour.
  • RICS Professional Statement: Responsible Business (1st edition, 2021) — sets expectations around inclusive leadership.
  • Equality Act 2010 — underpins legal obligations for inclusive leadership, preventing discrimination, harassment and victimisation.
  • Health and Safety at Work etc. Act 1974 — imposes leadership duties on those in positions of responsibility on site.
  • CIPD Code of Professional Conduct — the People Profession's framework often referenced in HR questions alongside leadership theory.

Ethics and Rules of Conduct angle

Inclusive leadership is not optional. Rule 4 of the Rules of Conduct ("members and firms respect others and encourage diversity and inclusion") makes it a regulatory duty. A leader who fails to check unconscious bias, permits bullying or tolerates exclusion risks both an Equality Act claim and RICS disciplinary action. Transformational and servant styles align best with Rule 4 because they centre the development and dignity of the team.

APC questions and answers

Q (Level 1)Name four leadership styles.

Autocratic, democratic, laissez-faire and transformational are the most commonly cited. Others include transactional, servant and situational leadership.

Q (Level 1)What is situational leadership?

Developed by Hersey and Blanchard, it argues that the leader should flex between directing, coaching, supporting and delegating, based on the competence and commitment of each team member for the specific task in hand.

Q (Level 2)Give an example of when an autocratic style is appropriate.

In a site emergency — for example, when a scaffold collapses or a gas leak is suspected — an autocratic style is appropriate because rapid, unilateral decisions are required to protect life and property. It is also appropriate when the team lacks experience and needs clear direction.

Q (Level 2)How does leadership style affect diversity and inclusion?

Autocratic and transactional styles can suppress the contribution of quieter team members or those from under-represented groups, reinforcing existing hierarchies. Servant, transformational and democratic styles actively invite contribution, are associated with higher psychological safety, and align with the RICS Rules of Conduct duty to encourage diversity and inclusion.

Q (Level 3)Describe a time when you consciously adapted your leadership style and explain the outcome.

(example)On a refurbishment project I initially used a democratic style with the design team to build consensus on value engineering. When the programme slipped by three weeks following a party wall delay, I shifted to a more directive style for the recovery period — setting daily short-interval targets and chairing stand-up calls — before moving back to a coaching style once we were on track. The programme was recovered in six weeks and the team reported higher engagement in the post-project review because expectations had been clear throughout.