What Are Effective Leadership Styles?

DSM Digital School of Marketing - leadership styles

Effective leadership styles, that are used to motivate a marketing department, typically involve establishing a compelling vision, defining a mission and creating realistic marketing goals that everyone can aspire to achieve. Developing a good relationship with your marketing team members depends on establishing credibility, maintaining trust and inspiring the workforce to achieve results.

In addition, successful marketing leadership includes convincing customers to purchase products and services. This involves establishing trust, nurturing relationships as well as taking steps in order to ensure customer satisfaction. In order to generate more leads, prove you can deliver on promises as well as provide the reliability and dependability that customers require in order to achieve their own goals and objectives.

The Different Leadership Styles

There are several different kinds of leadership techniques. Here are some of them.


During an emergency or crisis, an autocratic leader can make decisions without input from the rest of workforce to solve the problem. The disadvantage is that when the leader makes these decisions, without advice from the rest of the marketing team, it might jeopardise the organisation’s ability to engage and motivate employees in the future.


Transactional leaders excel at completing tasks. When an organisation has an inexperienced marketing department, this works well. Subordinates in the department agree to take direction from their leader. In addition, they accept advice regarding promoting a product’s features and benefits.

This type of leadership provides a clear definition of roles and responsibilities. As marketing team members become more experienced, they might become less tolerant of this approach, which they perceive as controlling as well as paternalistic. Ambitious marketing personnel will seek to take on the role of leader themselves.


Charismatic leaders tend to be expressive, creative as well as intuitive. They build rapport with their marketing teams and express optimism. They sometimes neglect daily operations. In addition, this type of leadership style works well when you are trying to build a network between marketing, development and support personnel. Under stress, though, they might lose track of the details and shift the blame to subordinates when quotas are missed.


Transformational marketing leaders recognise when strategies need to change. They help the entire marketing team to make the transition to using new tools and techniques by creating urgency and establishing a compelling vision for the future.

To make use of this style effectively, leaders must present ideas well and overcome objections from subordinates, who might be accustomed to selling certain products a certain way to an established audience.

Discovering new markets and establishing a presence in emerging fields necessitates taking risks and managing the outcomes effectively. For example, shifting to a consultative selling model requires that the workforce learns to focus on solving customer’s problems and not just selling products as well as services.


Democratic leadership, which is also known as participative leadership or shared leadership, is a kind of leadership approach in which members of the group take a more participatory role in the decision-making process. In a democratic marketing environment, marketing leaders share decision-making with group members and believe everyone should play a part in the group’s decisions.


Laissez-faire leadership, which is also termed as delegative leadership, is a kind of leadership approach in which leaders are hands-off as well as permit group members to make the decisions. Researchers have found that this is usually the leadership style that leads to the lowest productivity among group members.

However, it is vital to realise that this leadership style can have both benefits and possible pitfalls. Power is handed over to followers however leaders still take responsibility for the group’s decisions and actions.

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