1.1 Adapt leadership styles to reflect different stages and cycles in the team’s development

This guide will help you answer 1.1 Adapt leadership styles to reflect different stages and cycles in the team’s development.

Every team goes through stages as it develops. Each stage brings its own challenges. Leadership needs change as the team moves from one phase to the next.

Dr Bruce Tuckman described a model called the ‘stages of group development’. The four main stages are:

• Forming
• Storming
• Norming
• Performing

Some experts add a fifth stage called ‘Adjourning’ or ‘Mourning’, for when the team ends.

Knowing these stages helps you choose the right leadership style at the right time. Adapting your style can help your team succeed.

Leadership Styles

A leadership style is the way you guide, motivate, and support your team. The main styles you may use include:

• Autocratic: Making decisions alone, expecting team members to follow orders.
• Democratic: Involving the team in decision-making, listening to ideas and feedback.
• Laissez-faire: Giving team members high levels of independence.
• Coaching: Focusing on supporting and developing staff.
• Transformational: Inspiring people with a vision for the future.

Each style suits different situations. Effective leaders switch between styles to match the team’s needs.

Leadership During the ‘Forming’ Stage

This is when a team is new. Members are unsure of their roles. They may not know each other well. They rely on the leader for direction and answers.

In this stage, a high level of structure and guidance works best. An autocratic or directive style is often needed because:

• People need clear instructions.
• Uncertainty is high, so decisions must be quick.
• The leader must clarify roles and set ground rules.

Practical actions include:

• Explaining organisational values and policies.
• Outlining each person’s responsibilities.
• Providing lots of information and support.
• Setting short-term goals to build confidence.

By giving this direction early, you help the team settle and feel secure.

Adjusting Leadership in the ‘Storming’ Stage

At this stage, conflict often arises. Team members test boundaries and compete for influence. Disagreements can slow progress.

Here, your leadership must become more flexible. Use a coaching or participative style. This means:

• Encouraging people to express their views.
• Listening actively to concerns and suggestions.
• Mediating disputes fairly.
• Reinforcing the team’s purpose and values.

Some people may need reassurance. Others need their contributions recognised. Good leaders balance empathy with firmness. If conflict gets out of hand, you may need to switch briefly to a more directive style.

Actions that support the team include:

• Setting up open meetings.
• Re-stating goals and standards.
• Giving feedback sensitively.
• Supporting quieter members to have a voice.

Adapting your style builds trust and helps the team work through issues.

Guiding the Team in the ‘Norming’ Stage

As the team grows more settled, roles become clearer. People start working together well. Confidence and trust build.

Leadership can move towards a democratic or transformational style. You can involve team members in decision-making, as they are ready for more responsibility.

This involves:

• Sharing more information about the wider service.
• Delegating tasks and allowing people to take ownership.
• Encouraging suggestions for improvement.
• Focusing on team development.

Your role shifts from direct instruction to facilitation. You support staff to solve problems independently and reward positive behaviour.

Actions here include:

• Holding regular team discussions.
• Allowing people to set some of their own targets.
• Recognising achievements in front of the group.
• Supporting further learning.

At this stage, a supportive, empowering approach gets the best from the team.

Leading During the ‘Performing’ Stage

When a team becomes high performing, it works efficiently and produces strong results. People trust each other, communicate well, and solve problems with little input from the leader.

Your leadership can now become more delegative or laissez-faire. Team members take responsibility and ask for help if they need it.

You can support them by:

• Setting clear goals, but leaving methods open.
• Encouraging innovation and professional development.
• Stepping in only when needed.
• Monitoring progress, while focusing on outcomes rather than process.

At this point, giving too many instructions can demotivate staff. Your focus should be to:

• Enable autonomy.
• Offer support rather than direction.
• Provide resources when asked.

You should also keep an eye out for new problems or changes in team dynamics. If issues appear, be ready to step in and re-adapt your style.

Responding to Regression or Changes

Teams do not always move smoothly from one stage to the next. Changes in membership, new challenges, or wider organisational shifts can cause regression.

If new staff join, a team may return briefly to ‘forming’ or ‘storming’. If conflict arises again, a more directive or coaching style may be needed.

You need to:

• Watch team dynamics closely.
• Hold one-to-one meetings if people seem unsettled.
• Clarify responsibilities and expectations.
• Re-establish ground rules, if needed.

Switching leadership style during these times keeps the team stable and performing well.

Dealing with the ‘Adjourning’ Stage

When a team is disbanding, emotions can run high. People may feel sad or anxious. The leader’s role is to support closure and celebrate achievements.

Leadership here may need to use:

• A democratic style, inviting people to share their feelings and reflect.
• An empathetic approach, helping staff transition to new roles.

Actions include:

• Holding a team review meeting.
• Celebrating successes.
• Providing support or signposting for those feeling anxious about change.

A well-managed ending helps people move on positively.

Influences on Leadership Choices

Many factors influence which leadership style works best. These include:

• Your team’s experience and skills.
• The complexity of tasks.
• Urgency of decisions needed.
• Organisational culture.
• Staff personality types.

Someone new to care may need clearer guidance than an experienced professional. Some tasks require strict controls. Others benefit from creative input.

Matching your style to both situation and people is good practice.

Skills for Adapting Leadership

Changing your approach takes skill and self-awareness.

Key abilities include:

• Clear communication: Explain why you are changing your style.
• Emotional intelligence: Notice people’s feelings and needs.
• Listening actively: Give people a chance to share concerns.
• Flexibility: Move between styles as required.
• Confidence: Make decisions and take charge when necessary.

Consider asking for feedback from your team. Regular supervision and reflection help you spot when a change in style will help.

Monitoring Team Development

Observation and feedback are important throughout each stage.

To assess which stage your team is at:

• Notice participation levels at meetings.
• Watch for signs of conflict or unity.
• Review progress against goals.
• Ask team members for their own view of relationships and work.

Keep written notes about key events. Use supervision records to track staff progress. Share your observations with the team and agree on how to move forward.

Examples from Health and Social Care

Example 1: Forming
A new care team has started on a dementia ward. Most members are new to the environment and tasks. The manager uses a directive style. She explains protocols plainly, checks work regularly, and gives lots of encouragement.

Example 2: Storming
After a few weeks, clashes develop over shift patterns. The manager shifts to a coaching style. She holds a facilitated meeting, lets each person voice views, and helps the team agree on solutions.

Example 3: Norming
The team now works well together. The manager consults them on new activities for residents. She encourages people to put forward improvement ideas, showing she values their input.

Example 4: Performing
A year later, the team takes responsibility for planning daily routines. The manager checks in at regular intervals but lets staff make most decisions independently.

Example 5: Regression
After an experienced colleague leaves, tensions rise. The manager switches back to a more directive style for a short time, reminding the team of agreed roles and discussing any worries people have.

Why Adapting Leadership Matters

Adult social care is based on person-centred practice, including the way teams are managed. No single leadership style fits all situations. Using the same approach, no matter what, can cause problems.

Benefits of adapting your style include:

• Higher staff morale.
• Less absenteeism.
• Better outcomes for people using the service.
• Fewer conflicts.
• More innovation and improvement.

Staff feel respected if you match your approach to their stage of development. They are more likely to stay with your organisation and provide high quality care.

Reflection and Professional Growth

Review your leadership style regularly. Ask yourself:

• How does my style support each team member?
• What signs tell me my team’s stage?
• Would a different approach work better for current issues?

Take part in leadership training when possible. Supervision and reflective practice will help you develop and adapt styles as needed. Keep records of what works and what does not.

You may find it helpful to:

• Set aside time after incidents or successes to review your approach.
• Encourage team feedback.
• Read current research on leadership in social care.

This will help you grow and refine your leadership skills over time.

Final Thoughts

Adapting leadership to match the team’s development stage is key in health and social care management. It helps you meet the needs of both staff and people who use the service. Professional leaders switch between directive, participative, coaching, and delegative styles as needed.

A responsive approach leads to a stronger team and better care for everyone.