Strategic Business Leader · Qualities of leadership

Leadership Styles and Behavioural Approaches for ACCA SBL

Updated 11 October 2026 · Fact-checked

Behavioural approaches study what leaders do, not who they are. Lewin, Blake and Mouton, Likert, and Tannenbaum and Schmidt classify styles by how decisions are made and by concern for people versus task. To answer SBL questions, identify the style in the case, apply the model, and judge whether it fits the situation.

Understand Leadership Styles and Behavioural Approaches

Early leadership research looked at traits, the personal qualities of leaders. It found no fixed set that predicts success. Researchers then moved to behaviour: what leaders actually do, and how followers respond. This is the behavioural (style) approach. Its message is that styles can be observed, described and, in principle, learned.

Lewin described three styles by how much control the leader keeps. An autocratic leader decides alone and tells people what to do. A democratic leader involves the team in decisions and shares responsibility. A laissez-faire leader gives the team freedom and steps back. Autocratic is quick and clear but can demotivate. Democratic builds commitment but is slower. Laissez-faire suits skilled, self-driven people but can lead to drift.

Blake and Mouton's managerial grid scores a leader on two axes from 1 (low) to 9 (high): concern for production (task) and concern for people. The first number in a grid position is concern for production and the second is concern for people. Five key positions are used. 1,1 is impoverished (low on both). 9,1 is authority-compliance (high production, low people, so task first). 1,9 is country club (low production, high people, so people first). 5,5 is middle of the road (a compromise). 9,9 is team management (high on both), which the authors present as the ideal.

Likert studied organisations and described four systems of management. System 1 is exploitative authoritative. System 2 is benevolent authoritative. System 3 is consultative. System 4 is participative. Likert argued that moving towards System 4 gives better results through involvement and communication. Tannenbaum and Schmidt show a continuum. At one end the manager decides and announces. At the other the team decides within set limits. The model says the right point depends on three forces: the manager, the subordinates and the situation. This links it to contingency thinking.

The main limit of the style approach is that it often implies one best style, mainly the 9,9 or participative style. In practice the best style depends on context: urgency, team skill, culture and task. In SBL you are expected to say so.

Key rules to remember

Lewin's three styles: Autocratic | Democratic | Laissez-faire; Classified by how much decision-making control the leader keeps.
Blake and Mouton grid axes: Concern for production (1-9) × Concern for people (1-9); The first number is production and the second is people. Key positions: 1,1 impoverished; 9,1 authority-compliance; 1,9 country club; 5,5 middle of the road; 9,9 team management.
Likert's four systems: System 1 exploitative authoritative → System 2 benevolent authoritative → System 3 consultative → System 4 participative; Likert favoured System 4 as most effective.
Tannenbaum and Schmidt continuum: Boss-centred leadership ↔ Subordinate-centred leadership; Choice of point depends on forces in the manager, the subordinates and the situation.

How to solve Leadership Styles and Behavioural Approaches questions

Use this method for any SBL task that asks you to assess a leader's style or recommend a change.

1Read the requirement and note the verb: identify, assess, evaluate or recommend.
2Pick evidence from the case: how decisions are made, how people are treated, how targets are handled. Quote short facts.
3Choose one or two models that fit the evidence. Use Lewin for decision control, the grid for people versus task, and Tannenbaum and Schmidt for degree of delegation.
4Label the style and place the leader on the model, with the case evidence as justification.
5Assess the effect on the organisation: motivation, speed of decisions, quality, retention, governance and risk.
6Apply context. Consider urgency, staff skill, culture, size and the stage of the business, and say whether the style fits.
7Make a clear recommendation, such as shifting along the continuum or developing the leader, and state any limits of the model.
8Write in the format asked (report, memo, email) and keep it professional to earn skills marks.

Quickest way: Label, evidence, fit, advise

When to use it: Use this when time is short and the question is worth only a few marks.

Name the style in one phrase, such as autocratic or 9,1.
Give two pieces of case evidence.
State one benefit and one drawback in this situation.
Say whether it fits the context and what to change.
Mention that no single style is best.

Common mistakes in Leadership Styles and Behavioural Approaches

Listing the models without using the case
Students memorise definitions and write them out to feel safe.
Fix: Keep definitions to one line and spend most of the answer on case evidence and consequences.
Saying team management (9,9) or participative is always best
The models themselves present it as ideal.
Fix: Say the style may suit some settings, but urgency, skills and culture can justify a more directive approach.
Confusing autocratic with laissez-faire or with the 1,1 grid position
Both laissez-faire and impoverished leaders appear hands-off.
Fix: Lewin describes decision control. The grid describes concern for people and task. Laissez-faire is not automatically 1,1.
Treating Tannenbaum and Schmidt as three fixed styles
Students mix it up with Lewin.
Fix: Remember it is a continuum with many points, and the right point depends on manager, subordinates and situation.
Ignoring professional skills
Students focus on theory and forget the 20 professional skills marks.
Fix: Show analysis, commercial judgement and clear, well-structured communication with a firm recommendation.

Worked examples

Example 1

Rao is chief executive of a software firm. He sets all targets himself, rarely asks for views and checks every project daily. Output is high but three senior developers have resigned this year. Using the Blake and Mouton grid, assess his style and recommend a change. (8 marks)

Show the solution

Evidence: Rao sets targets alone and monitors daily, so concern for production is very high. He ignores staff views and resignations are rising, so concern for people is low.
Position: this is 9,1, authority-compliance, with high task focus and low people focus.
Effect: short-term output is high. The loss of senior developers suggests demotivation, with costs of recruitment and lost knowledge, which harms long-term capability.
Context: in a software business, skilled staff are the key asset. Close control of skilled people is a poor fit.
Recommendation: move towards 9,9 by involving senior developers in setting targets, holding regular feedback sessions and delegating project decisions while keeping clear output goals.
Limit: a more participative style takes time. It should be introduced gradually and the board should monitor retention and output.

Answer: Rao is a 9,1 authority-compliance leader. It delivers output but is driving out skilled staff. He should move towards team management (9,9) by involving developers and delegating, while keeping clear goals and monitoring results.

Example 2

A hospital group has a crisis: a cyber attack has shut down patient systems. The chief executive tells managers exactly what to do for the next 48 hours and takes no suggestions. Normally she consults widely. Using Lewin and Tannenbaum and Schmidt, evaluate whether this is appropriate. (6 marks)

Show the solution

Lewin: her crisis behaviour is autocratic, as she decides and instructs. Her normal style is democratic.
Tannenbaum and Schmidt: she has moved towards the boss-centred end of the continuum, from consulting to telling.
Forces: the situation (urgency, patient safety risk) is the dominant force. The subordinates are capable, but time is short, and she has the information and authority to coordinate.
Evaluation: a directive style is appropriate in an emergency because fast, clear decisions reduce harm. It would be a problem if kept long term, as it could reduce ownership and ignore specialist input.
Recommendation: stay directive during the crisis, then return to consultation. Hold a review afterwards to use staff knowledge.

Answer: Her autocratic crisis style is appropriate because urgency and safety risk dominate. It should be temporary, with a return to democratic consultation and a post-incident review.

Exam tips

Match the model to the evidence. Use Lewin for decision control and the grid for people versus task. Do not use all four models in one short answer.
Always add the context: the question rarely rewards one best style.
Use the exact grid labels (1,1; 9,1; 1,9; 5,5; 9,9) and give the case facts that justify them.
Finish with a clear recommendation. Professional skills marks reward judgement and a usable conclusion.
Link style to other parts of the case, such as culture, change, governance and staff turnover.

Practice questions from Qualities of leadership

Leadership Styles and Behavioural Approaches in other exams

The same ground in other exams, if you are preparing for more than one or want another angle on it.

Leadership Styles and Behavioural Approaches: frequently asked questions

What is the difference between autocratic and democratic leadership style?

An autocratic leader makes decisions alone and tells others what to do. A democratic leader involves the team in decisions and shares responsibility. Autocratic is faster, democratic usually builds more commitment but takes longer.

What are the five positions on the Blake and Mouton managerial grid?

They are 1,1 impoverished, 9,1 authority-compliance, 1,9 country club, 5,5 middle of the road and 9,9 team management. The first number is concern for production and the second is concern for people, so 9,1 is high production and low people. Always justify the position with case evidence.

How does the Tannenbaum and Schmidt continuum work?

It shows leadership as a range from boss-centred (the manager decides and announces) to subordinate-centred (the team decides within limits). The right point depends on the manager, the subordinates and the situation. It therefore bridges style models and contingency theories.

Is there one best leadership style for SBL answers?

No. Some models, such as the 9,9 grid position and Likert's System 4, suggest a preferred style. A strong answer notes that urgency, skills, culture and task can justify different styles.