Versatile leadership (przywództwo wszechstronne)

Definition and concept

Versatile leadership means being able to accurately read the context and choose from a broad set of behaviors. It’s about flexible style and selecting tools that fit people and circumstances. The Kaplan and Kaiser idea emphasizes balance between opposing but complementary traits. Picture a leader who can be both demanding and supportive: one moment delegating and holding people accountable, the next listening and nurturing talent. Versatility also means knowing when to think long-term and when to drive immediate results. The notion draws on the harmony of opposites—similar to yin and yang—so a skilled leader doesn’t cling to a single self-image but switches between modes. The behavioral repertoire covers interpersonal, decision-making and strategic skills. Organizational knowledge mixes with empathy and good conversation. Versatility is not about trying to be everywhere at once, but about choosing responses wisely. It depends on situational judgment and willingness to reflect critically on one’s default style. Leaders should test their reactions and learn new roles so leadership remains a dynamic capability rather than a fixed label.

Dimensions of leadership

The model identifies two opposing pairs: forcing (directive) versus activating (empowering), and strategic versus operational focus. Forcing leadership is decisive, sets high expectations and demands accountability. Activating leadership creates conditions for action, supports people and delegates authority. At the same time, a leader must balance forward-looking strategy with attention to daily execution and results. Strategic leadership guides the organization toward innovation and long-term goals. Operational leadership concentrates on efficiency, processes and delivery here and now. Switching between these dimensions increases organizational adaptability. Ignoring one pole creates blind spots. Commonly, leaders lean toward a forcing and operational mix; the activating and strategic combination is rarer. That imbalance leaves many firms well run but lacking vision and engagement. Purposeful role rotation and development challenges can expand a leader’s repertoire. In practice, design assignments that force strategic thinking or that require active team support. The balance between dimensions also shapes culture and retention, so diagnosing personal tendencies is the first step in building versatility.

Importance in crisis

Research from the COVID-19 pandemic made it clear that versatile leadership matters more during crises. Leaders with broad repertoires helped teams adopt new routines and maintain focus. In the early chaos these leaders organized work and reduced uncertainty, while leaders with narrow styles often became overwhelmed and their teams lost rhythm. Historical reviews show rising importance of versatility since the 1990s: in stable times it explained less than half of leadership effectiveness, after the financial crisis it accounted for around half, and during the pandemic it may have represented nearly two thirds of effective leadership. Firms led by people who could balance approaches were better able to adapt. Investing in these skills therefore boosts organizational resilience. Crisis exposes gaps but also accelerates learning and habit change in leadership. Simulating difficult scenarios is a practical way to test flexibility; decisions under pressure reveal blind spots and highlight behaviors to strengthen. Communication clarity, empathy and priority-setting become critical in such moments. Building versatility is an investment that prepares organizations for future turbulence, not just current shocks.

Rarity and meta-competence

Despite growing demand, versatility remains uncommon among managers. Studies covering more than twenty-four thousand managers indicate fewer than ten percent successfully balance the pairs of behaviors. Most leaders build careers on natural strengths and a single dominant style, which can lead to overused strengths becoming liabilities in different contexts. Kaplan and Kaiser view versatility as a meta-competence: the ability to integrate multiple skills, situational judgment and practical wisdom. A versatile leader recognizes when to apply which tool and at what intensity. That flexibility speeds up acquisition of further skills, while those who cling to innate talents struggle to broaden their repertoire. Developing this meta-competence requires experiences outside the comfort zone. Feedback, coaching and role rotation are practical methods that support the process. Organizations that cultivate meta-competence in leaders tend to be more resilient and innovative, with better decision-making, higher engagement and improved productivity. Achieving versatility, however, needs a deliberate development plan and time.

How to develop versatility

Development starts with understanding your own tendencies and weak spots in day-to-day leadership. Reliable personality diagnosis and candid feedback from the team are helpful first steps. Then intentionally practice behaviors that don’t come naturally by taking on diverse challenges. Seek assignments that push you into strategic thinking as well as operational delivery, ideally in a controlled environment. Practical programs, mentoring and coaching offer safe spaces to experiment. Cultivate empathy and communication skills to better activate and engage your team. Ask trusted colleagues for regular feedback and shift your self-narrative toward a more integrated leadership identity. Organizations can accelerate this through planned rotations and development assignments. Training and development—szkolenie dla managerów—should be tailored to team realities and industry specifics. Short micro-lessons, 1:1 coaching and realistic scenarios speed learning. Monitor outcomes and adjust the development path continuously. Only persistent practice and openness to change create lasting versatility. The result is a leader who can move smoothly from a demanding executor to a supportive mentor.

Versatile leadership is a crucial capability in a changing world. It means balancing opposing roles and selecting behaviors with wisdom. Research shows its value rises significantly in crises, yet only a minority of leaders do it naturally. Growth requires diagnosis, varied experiences and steady feedback. Organizations should invest in targeted development and practical training. The payoff is greater resilience, innovation and stronger team results.

Empatyzer and developing versatile leadership

Empatyzer supports the development of versatile leadership by quickly diagnosing individual managerial tendencies and highlighting gaps in behavioral repertoires. The AI assistant acts as an on-demand coach, available 24/7, suggesting when to use a forcing style and when to adopt an activating approach in specific situations. Based on personality and team context analysis, Empatyzer generates personalized micro-lessons and ready-made phrasing for conversations with employees. With practical scenarios and phrasing suggestions, managers can practice switching between strategic and operational modes in a controlled setting. The tool streamlines collection of regular feedback and recommends coaching points and rotation plans. In crises Empatyzer supplies quick communication recommendations that reduce tension and restore clarity of priorities. It accounts for cognitive and cultural differences, so prompts are adapted for people with ADHD, autism spectrum traits or varied cultural norms. Empatyzer also provides aggregated metrics and reports that help HR measure progress in building versatility without exposing conversation content. Practically, a manager receives short, actionable tips in the moment and measurable signals to refine the development path. A recommended pilot of at least 180 days allows observation of lasting behavior change and the effectiveness of interventions.