Resolving Clashing Management Styles

Introduction

Every leader brings their own values, habits, and approach to managing people. While this diversity can lead to innovation and creativity, it can also be the source of tension when two or more styles collide. When management styles don’t align, it doesn’t just disrupt day-to-day operations. It affects morale, communication, and productivity across the team.

Clashes can happen in quiet disagreements or more obvious standoffs, especially when leaders pull in different directions. Whether it's a difference in how they delegate tasks, make decisions, or give feedback, misalignment can create confusion for employees and slow down progress. That’s why learning how to recognize and resolve these differences is so important.

Understanding Different Management Styles

Before trying to fix a conflict, it helps to know which styles are involved. Not every manager works the same, and what works great for one team could feel completely off to another. Here are a few common management styles you might recognize:

- Autocratic: This style leans on top-down decisions. The leader makes most of the calls with little input from the team.

- Democratic: Here, input from employees matters. The manager still leads but invites discussion and collaboration.

- Laissez-faire: With this hands-off style, team members take the lead while the manager offers support only when asked.

- Coaching: Leaders focus on mentoring and developing employees, often using regular feedback and growth-focused conversations.

- Transactional: This style focuses on structured tasks, performance goals, and clear command chains.

Imagine a democratic manager encouraging weekly brainstorming sessions, while a transactional leader wants a strict to-do list followed without detours. These expectations can clash fast if there's no clear communication or if the team feels pulled in opposite directions.

Even though none of these styles are wrong, trouble starts when they mix without awareness or flexibility. That’s why identifying each person's approach and how it fits or doesn’t fit with others is the first step.

Identifying the Source of Conflict

When things aren’t running smoothly among managers, the team feels it first. Miscommunication, frustration, and a lack of accountability are just a few signs something’s off. But the real challenge is figuring out whether that tension comes from personality differences or style disconnects.

You can spot style clashes in several ways:

- One manager lets employees try new ideas on their own, while another corrects or redirects them right away.

- Team members start going to one manager instead of both, sensing inconsistency.

- Conflicting expectations get passed down, leaving employees unsure of what success looks like.

If team members constantly ask for clarity on tasks or avoid talking in meetings, it could mean they’re picking up on the friction. Regular communication helps, but it’s not enough if the root issue is two leaders approaching work in different ways. Recognizing where those styles differ and how it affects the team is the first step toward finding middle ground.

Strategies For Effective Resolution

Once you know what styles are clashing, you can start figuring out how to bridge the gap. The key is to focus on the behavior, not the person. Many conflicts grow because no one wants to talk about the tension. Picking the right time and tone to bring it up can help both sides lower their guard.

Some resolution strategies that work well include:

- Open communication: Leaders should sit down and walk through what each person values in their approach. Clear up misunderstandings early. This helps prevent repeated conflict.

- Active listening: This means giving full attention and summarizing what the other person said before responding. It builds mutual respect.

- Compromise: Both parties need to be willing to meet halfway. Blending some structure with flexibility can often work better than trying to force one style.

- Defined roles: When possible, split responsibilities based on strengths. For instance, one leader might manage timeline-based tasks, while the other handles team development.

- Neutral third-party help: Sometimes, it takes a fresh set of eyes to break the pattern. Whether it’s HR, a consultant, or an outside coach, someone who’s removed from the situation can help the team move forward.

What matters most is consistency after the resolution. If two leaders agree on a path but don’t follow through, the team sees the inconsistency right away. Accountability from both sides is what solidifies the change.

Developing A Unified Leadership Approach

Once the air is cleared, it’s time to focus on longer-term alignment between leadership styles. It’s one thing to settle a disagreement. It’s another to build systems that keep those issues from repeating.

Workshops or small group sessions where leaders explore communication habits, personal biases, and leadership tendencies can be incredibly helpful. These sessions don’t have to feel stuffy or corporate. In fact, the best outcomes often come from honest, face-to-face discussions where leaders take time to understand what drives each other.

A unified approach doesn’t mean everyone thinks the same way. It means there is shared direction. Leaders can still put their personal spin on decisions, but they agree on overall goals, priorities, and how success is defined. When that happens, teams get the best of both worlds: diverse thinking with shared purpose.

This often requires help from trusted speakers on leadership development. They can customize leadership frameworks and guide teams through exercises that blend different styles. The goal is to build trust, define expectations, and break old habits that no longer serve the mission.

Creating A Culture Of Adaptability

Strong leadership doesn’t happen in a vacuum. It needs a culture that values growth and understands that no one stays the same forever. Teams that truly adapt are driven by leaders who model learning and expect others to keep pushing forward too.

One way to do this is by encouraging ongoing feedback. That includes feedback between team members and across all leadership levels. When feedback becomes a regular part of team culture, there’s less fear in sharing concerns and fewer surprises later on.

Here are a few easy steps to promote adaptability in your organization:

- Create regular check-ins that go beyond task updates. Use them to review how leadership decisions are landing.

- Celebrate flexibility. When people try new approaches or step outside their comfort zone, acknowledge it.

- Set personal development goals for leaders. This keeps professional growth active, not just expected during performance reviews.

- Reinforce a shared language. If your team likes to use leadership design tools or communication frameworks, keep that language consistent.

The more adaptable your leadership team becomes, the easier it is to handle style differences in the future. You’re not building exact copies of each other. You’re building a flexible, forward-thinking group that knows how to lead during change.

Getting Everyone Back on the Same Page

When leaders understand each other, recognize strengths, and know when to compromise, the path forward becomes clearer for everyone. You don’t need a perfect match in styles to work well together. You just need respect, open conversation, and a team-first mindset.

As you guide your leadership team through conflict resolution, keep in mind that shared purpose is stronger than individual preferences. Intentional communication and joint decision-making make all the difference. That creates the kind of culture where everyone, regardless of role, can show up and do their best work.

If you're looking to improve communication and build long-term trust within your leadership team, exploring how speakers on leadership development can influence positive change is a great next step. Juan Bendana offers dynamic presentations that give managers the tools and mindset needed to work together with clarity and purpose.