If someone asked you to describe your default leadership style, could you answer easily?
For many, the answer is no—because leadership is something we do every day, but rarely something we pause to define for ourselves.
You might have a sense of how you lead, but have you ever put it into words?
This week’s question from the Architect’s Leadership Journal asks: What would I say if I were asked to describe my default leadership style?
It’s not an easy one if you’ve never thought about it before. I could list the six well-known leadership styles—affiliative, coaching, commanding, visionary, pacesetting, democratic—but this is personal. It deserves real thought.
Because whether we recognise it or not, we all have a leadership style.
Some of it is shaped by the leaders we’ve worked with, some by experience, and some by sheer survival—doing what it takes to get through the challenges in front of us. But without pausing to define it, our leadership can become reactive, inconsistent, and shaped more by habit than by choice. We lead by default, not by design.
So, the real question is: Are you leading with intention, or just out of habit?
Why This Matters More Than Ever
In an unpredictable world, leaders who are grounded in a strong foundation are more needed than ever. The best leaders have clarity around:
Who they are
How they can help
What they need to do to bring others along
Defining your leadership style isn’t just an exercise in self-awareness—it’s a foundation for how you show up when things get tough.
Do you know anyone who is a complete success at leadership? I don’t.
Because there is no perfect leader. We are all a mix of talents and strengths, fears and experiences. The truth is, we are all students of leadership.
The process of defining your leadership isn’t about perfection—it’s about intention.
How to Define Your Leadership Style
When I take my clients on a leadership journey, we don’t just look at standard industry models of leadership - we look at them. Leadership isn’t about fitting into predefined categories; it’s about discovering what kind of leader you want to be.
Here’s how you can start:
Look at Your Influences
Think about the leaders who have shaped you—mentors, managers, even family members.
What made them great? What made them ineffective?
What habits have you unconsciously picked up from them?
Examine Your Leadership Language
What words or phrases do you use often when leading others?
How do you communicate expectations, feedback, and vision?
If you had to write ten top leadership tips, what they be?
Define Your Leadership Values
What’s most important to you as a leader? Trust? Accountability? Innovation?
What can’t you compromise on?
How do your values show up in your daily interactions?
Create Your Leadership Statement
A couple of sentences that will hold you to account and remind you of the leader you want to be.
An example might be:
"I choose to lead because I want to design and deliver buildings that change people's lives. To do this, I act with humility and courage and design with collaboration and compassion for my clients' needs."
Or you might be more specific about leadership itself:
"I believe good leaders care about their employees and give them focused attention. They model the behaviours they want to see. They give autonomy while providing an open door for feedback and advice."
The best leaders don’t lead by accident. They don’t fall into leadership—they step into it with awareness and purpose.
So, take a moment this week to reflect:
How would I describe my leadership style today?
Does it match the kind of leader I want to be?
What’s one shift I can make to lead with more intention?
Incidental leadership is reactive—intentional leadership is built. The choice is yours.
PS: This article is part of an bi-weekly email series explaining the leadership questions in the Architect’s Leadership Journal. You can join this email series here.