Forget leadership trends and buzzwords. A new global study has uncovered the real key to effective leadership – and it’s not what you might expect.
Ever since Sun Tzu wrote The Art of War, leaders have been searching for the secret to effective leadership.
Over the centuries, countless frameworks and strategies have been introduced, each claiming to be the “right” way to lead. But a new global study from Monash University has turned this conventional wisdom on its head.
Co-authored by Monash Business School Associate Professor Nathan Eva and published in the Journal of Management Studies, the groundbreaking research reveals different leadership styles are far more alike than we’ve been led to believe.
“We set out to find the one best way to lead, but what we discovered was that the similarities between leadership styles are far more significant than the differences,” A/Prof Eva said.
‘More in common than you think’
The research team’s ambitious study analysed 12 widely recognised leadership styles, including transformational, authentic and ethical, across 4000 participants in five countries.
“We wanted to understand whether certain leadership styles were better suited to producing a range of outcomes in different industrial and cultural contexts – for example, what leadership style fosters the most creativity in India?” A/Prof Eva said.
The team examined more than 50 possible outcomes, such as improving wellbeing and job performance, expecting to find significant variance across different frameworks and styles.
The findings were surprising.
“What we discovered was that the specific leadership style used had minimal impact on the outcomes,” he said. “It really didn’t make a difference – the styles all have so much more in common than you would think, and it was these commonalities, not the differences, that drove success.”
Honing in on the ‘halo effect’
While leadership frameworks had less impact than expected, the research did uncover one universal truth – effective leadership is rooted in relationships.
“Our research showed us that leadership is less about chasing the latest training trend or capability, and more about building authentic relationships,” said A/Prof Eva.
These genuine connections spark what’s known as the “halo effect” – a dynamic where employees are more likely to invest their time, energy, and ideas in a leader they feel positively about.
“People work harder for leaders they like, respect, and trust,” he said.
“It’s human nature – we give more when we feel valued, we collaborate more when we feel heard, and we contribute more when we feel trusted.”
Leading without a playbook
A/Prof Eva said the key takeaway for leaders is to stop searching for the “next big thing”. “Books, podcasts, and training can all be quite useful, but they are just the icing on the cake,” he said.
“To be a better leader, you don’t need to master 50 new skills and capabilities, you just start with building stronger relationships with your team members.”
The research shows this to be universally effective, which means leaders needn’t feel pressured to adopt a new approach when they move to a different organisation or industry.
“You don’t need to change your stripes to be an effective leader in any context,” he said. “Strong relationships are the cornerstone of good leadership anywhere.”
Invest in trust, not trends
For organisations, the study is a wake-up call. While most leadership development programs are built around teaching style-specific approaches, the research suggests organisations would be better served by focusing on the basics of trust, collaboration, and connection.
“Instead of pushing leaders to learn multiple frameworks, organisations should focus on strengthening relationship-building behaviours that are consistent with their strategic goals,” he said.
“This will create more meaningful and consistent outcomes, save time and resources and make leadership training more effective and accessible.”
For leadership consultants, the findings suggest training programs could be simplified. Instead of focusing on complex, trend-driven frameworks, consultants should help leaders build core competencies that drive measurable success.
“This approach moves away from constantly chasing the next ‘new’ thing and focuses on helping leaders master the essentials that really make a difference in effective leadership,” he said.
Read the full study here.
