Leadership Style Redundancy: Are We Reinventing the Wheel?

The Problem of Leadership Style Redundancy

Leadership style redundancy is a growing issue in the field of leadership theory. New models frequently claim to offer groundbreaking insights, yet many are simply rebranded versions of existing approaches. In An Inconvenient Truth: A Comprehensive Examination of the Added Value (or Lack Thereof) of Leadership Measures, researchers challenge the added value of popular leadership styles. Drawing from over 4,000 respondents across industries and countries, the study reveals that many so-called distinct styles overlap significantly—often measuring the same fundamental concept: the quality of the leader-follower relationship.

This insight raises an important question: why do we continue to chase “new” leadership styles that offer little differentiation in practice?

Do We Really Need More Leadership Theories?

Leadership theories often emerge with fresh names and frameworks, promising to inspire and influence in novel ways. But the study’s findings suggest that the field is facing saturation. Many of the 12 widely studied leadership measures analyzed—despite their diverse origins and conceptual packaging—show a striking similarity in what they actually assess.

What seems like innovation is often duplication. For senior leaders trying to navigate this expanding landscape, the implication is clear: investing time in the latest theoretical models may be less valuable than honing what already works.

The Core of Effective Leadership: Emotional Connection

A central discovery of the study is that across models, what truly matters is emotional connection. The shared variance among leadership styles overwhelmingly reflects affective dimensions of the leader-follower dynamic—particularly trust, empathy, and emotional resonance.

These relational attributes are not new. Yet they persist as the most powerful indicators of effective leadership. Leaders who foster emotional connection drive performance, engagement, and loyalty more consistently than those chasing theoretical novelty.

A Call for Taxonomy Over Trendiness

Rather than continuously introducing new leadership styles, the authors advocate for a taxonomic framework—one that categorizes and clarifies leadership behaviors into universally recognizable domains.

Such an approach would simplify leadership development rather than complicate it. By focusing on the structure and effectiveness of known behaviors, leaders can refine what works rather than dilute their focus across overlapping models.

Leadership Research Under Scrutiny

The article does not stop at critiquing the models—it also challenges the methodological practices within leadership research. Many new styles rely on redundant questionnaires, poorly validated constructs, and minor variations on existing frameworks.

This critique is especially relevant for senior leaders who use research to guide development strategies. The takeaway? Don’t assume that “new” equals “better.” Instead, approach new models with a critical eye, questioning both their novelty and practical relevance.

From Complexity to Clarity: A Shared Philosophy

The study’s call for simplification over proliferation echoes a central tenet of Intelligent Leadership: great leadership is not about adopting countless styles, but about mastering a few critical behaviors rooted in character and values. Rather than being distracted by ever-expanding frameworks, leaders can achieve greater impact by developing their inner-core—courage, character, and self-awareness—and expressing it through a focused set of outer-core behaviors that drive performance and trust.

This philosophy aligns closely with the article’s findings: that the most effective leaders are those who align emotional strength with intentional action—who simplify, focus, and lead with clarity.

What Senior Leaders Should Take Away

In an era of rapid change and escalating demands, leaders benefit most not from novelty, but from clarity. Mastering timeless fundamentals—like emotional connection, trust, and empowerment—matters more than ever.

This study is a timely reminder to cut through the noise. Rather than scattering attention across a sea of styles, senior leaders can sharpen their focus on the principles and behaviors that stand the test of time.

Source: Eva, N., Howard, J.L., Liden, R.C., Morin, A.J.S. and Schwarz, G. (2024), An Inconvenient Truth: A Comprehensive Examination of the Added Value (or Lack Thereof) of Leadership Measures. J. Manage. Stud.. https://doi.org/10.1111/joms.13156