Why One-Size-Fits-All Leadership Will Always Fail (and What Works Instead)

Leadership has always been as much about people as it is about performance. Ken Blanchard, in his influential book, “The One Minute Manager”, put it simply: different strokes for different folks.

Every individual has unique needs, emotions, and aspirations, and there is no quick-fix formula for leading them effectively.

The best leaders are those who can read the room, understand the aspirations of their people, and adapt their style to get things done without breaking trust or morale.

No Quick Fix Formula

There are countless definitions of leadership and management. For me, management can be summed up as:

“Managing human egos, emotions, and feelings effectively.”

At any workplace, you’ll find employees driven by different motivators:

• Some seek money.

• Others want power.

• Some crave appreciation or recognition.

• Others value meaningful, non-financial rewards.

A leader who tries to apply one single style will quickly run into resistance. To be effective, you need flexibility: the ability to adapt your leadership strokes to suit the individual.

People Are Different

Look around any office and you’ll see the spectrum of human behaviour. Some are extroverts who thrive on collaboration, while others are introverts who prefer quiet focus. Some are direct, while others can be more political or manipulative.

Leading them all is no easy task. The challenge is to:

• Get the work done effectively.

• Avoid unnecessary conflict.

• Leave people feeling respected, not resentful.

On paper, leadership sounds straightforward. In reality, you face countless unwritten challenges, personality clashes, and shifting dynamics.

What helps is drawing from a mix of learning: books, mentors, personal experiences, and the lessons of others. Over time, this mix becomes the foundation of your own leadership style.

Maslow’s Hierarchy of Needs at Work

One of the most practical tools for understanding motivation is Abraham Maslow’s Hierarchy of Needs.

At its base are physiological needs like food and shelter. Above that are safety, social belonging, self-esteem, and finally, self-actualisation. Each level builds on the previous one.

In the workplace, this translates to recognising that:

• Younger employees may be more focused on money and job security.

• Mid-career employees might crave recognition, responsibility, or a sense of progress.

• Senior employees often seek purpose and meaningful contributions beyond financial gain.

Understanding where each person sits on this hierarchy allows leaders to tailor their approach. This isn’t about manipulation; it’s about meeting people where they are and helping them move forward.

Stephen’s Challenge: A Case Study

Take the example of Stephen, who came from a military background and became the director of an academic institution.

In the military, discipline was ingrained, and orders were followed without question. But in academia, Stephen quickly discovered a different reality: seven Heads of Departments, each with strong personalities, frequent complaints, and a host of ego-driven conflicts.

At first, Stephen struggled. Managing academics, with their varied egos and perceptions, was far more complex than commanding soldiers. Conferences turned heated, grievances piled up, and personality clashes stalled progress.

But Stephen adapted. He:

• Shed his rigid military practices.

• Adopted an open-door policy.

• Listened carefully before making decisions.

• Counseled those who stirred conflict.

• Took firm action when necessary, including warning or removing persistent troublemakers.

Over time, staff began to appreciate his fairness and dedication. The institution became more accountable, productive, and peaceful. Stephen’s story shows that leadership is about passion, adaptability, and the courage to put people first, without losing sight of the mission.

The Core Lesson

Leadership is not about pressing buttons on machines: it’s about working with human beings, each with their own egos, emotions, and quirks.

There is no magic wand. There is no cookie-cutter approach. Instead, effective leadership requires:

• Patience – recognising that people learn and respond differently.

• Flexibility – adjusting your style to suit the individual and the situation.

• Empathy – understanding what truly motivates each person.

• Discipline – knowing when to counsel, when to encourage, and when to act firmly.

Even twins, who may share DNA, do not share identical personalities. Leaders must remember that every person marches to their own drummer, and it’s the leader’s job to tune into that rhythm.

Final Thoughts

Great leadership is about balance. It’s about guiding without crushing, encouraging without coddling, and correcting without discouraging.

If you want to lead effectively, stop searching for the quick fix. Instead, recognise the rich variety of human nature and adapt your strokes for different folks.

Because in the end, leadership isn’t about managing processes: it’s about inspiring people.