What Kind of Leader Are You? The Difference Between Good, Average, and Bad Leadership

Leadership is tricky. Some leaders inspire and empower their teams to do their best work, while others—sometimes without realizing it—create stress, confusion, or disengagement. And here’s the catch: even well-intentioned leaders can make mistakes that hold their teams back.

The truth is that leadership is a spectrum. There are great leaders who bring out the best in their teams, average leaders who mean well but have blind spots, and bad leaders who—consciously or not—create problems instead of solving them. Leaders can also play jump rope with this spectrum and slide from one end to the other in different situations.

The goal of this blog is to help you figure out where you usually fall on this spectrum and how you can improve. Are you empowering your team or accidentally holding them back? Let’s find out!

Vision & Strategy: Do You Inspire or Confuse?

A leader’s ability to create and communicate a clear vision is one of the most defining traits of effective leadership. Good leaders not only have a vision, but they also know how to engage their teams in shaping and pursuing it. They communicate a compelling direction and help employees see their role in the bigger picture. Jim Collins, in his research on what makes great companies thrive, has emphasized the importance of Level 5 Leadership, where leaders channel their ambition into the organization rather than their personal success. These leaders remain humble but are fiercely determined to create long-term impact. A strong leader understands that success is not just about having a vision but about ensuring that the entire team is aligned with it.

In contrast, an average leader might have a strong vision but fails to engage the team in shaping it. Instead of fostering collaboration, they assume that employees will naturally follow along. While this approach may sometimes work, it often leaves employees feeling disconnected or unsure about their purpose. Liz Wiseman has also talked about leaders who build an inspiring vision but expect the team to follow it without discussion. Employees who are not invited to contribute may disengage or hesitate to take initiative, making execution more challenging.

A bad leader, on the other hand, either lacks a clear vision altogether or constantly shifts direction, leaving employees confused about priorities. Sanna Suvanto-Harsaae has warned that leaders and teams that fail to narrow down their focus often fall behind. Instead of motivating the team, the lack of a clear and focused vision creates frustration and inefficiency.

-> Reflection: Do you engage your team in shaping your vision, or do you expect them to follow without question?

Team Development & Delegation: Do You Empower or Micromanage?

A strong leader understands that their job is not to do all the work themselves but to create an environment where others can succeed. Effective delegation is not just about handing off tasks; it’s about trusting your team, providing them with the right level of guidance, and empowering them to take ownership. Patrick Lencioni has highlighted the importance of team cohesion in organizational success. Leaders who trust their teams and delegate effectively build a sense of shared responsibility, leading to stronger engagement and higher performance.

Leaders, however, often struggle with delegation—not because they don’t trust their team, but because they believe they are being helpful by stepping in too often. Liz Wiseman describes this as the Rescuer—a leader who is quick to solve problems, thinking they are making things easier for employees. While this might seem supportive, it actually prevents employees from developing problem-solving skills and becoming more independent. When leaders fix everything themselves, they unintentionally send the message that their team is not capable of handling challenges. Over time, this can lead to a culture of dependency where employees hesitate to take initiative.

A bad leader either micromanages every aspect of their team’s work or avoids delegation altogether, creating confusion and frustration. Micromanagers do not trust their employees to make decisions, leading to bottlenecks and a lack of motivation. On the other end of the spectrum, leaders who neglect delegation entirely fail to provide the necessary structure, leaving employees without clear direction. Gary Hamel has warned that leaders who refuse to delegate kill innovation because employees never get the chance to think for themselves. A workplace where employees do not feel trusted is one where creativity and engagement suffer.

-> Reflection: Do you trust your team to take ownership, or do you feel the need to control everything?

Communication & Feedback: Do You Encourage or Discourage Open Dialogue?

Communication is the foundation of leadership. Good leaders create an environment where employees feel comfortable sharing ideas, voicing concerns, and receiving feedback. They encourage open dialogue and actively listen, making sure that all voices are heard. Amy Edmondson, a leading expert on psychological safety, has emphasized that organizations where employees feel safe to speak up tend to be more innovative, productive, and resilient. When employees know they can express their thoughts without fear of negative consequences, they are more likely to contribute meaningfully.

An average leader may recognize the importance of communication but struggle with difficult conversations. Instead of addressing problems head-on, they may avoid them, hoping issues will resolve themselves. Sheila Heen has pointed out that leaders who avoid uncomfortable discussions miss opportunities for improvement. While it may feel easier to sidestep tough conversations, doing so often leads to ongoing challenges and unspoken frustrations within a team.

A bad leader either constantly criticizes their team or avoids giving feedback altogether. Employees working under leaders who only focus on negatives may become disengaged, feeling that their efforts are never enough. On the other hand, leaders who fail to provide feedback at all create a lack of clarity, leaving employees unsure of where they stand. Carla Harris has emphasized that effective leadership requires clarity and coaching, and leaders who fail to provide clear feedback leave employees confused and demotivated​.

-> Reflection: Do you create an open environment for communication, or do you avoid difficult conversations?

Handling Challenges & Crisis: Do You Stay Calm or Create Panic?

The way a leader handles challenges and crises has a direct impact on their team’s confidence and ability to navigate uncertainty. Good leaders remain composed, communicate openly, and involve their team in problem-solving. Petter Stordalen has emphasized that resilience and transparency are essential in crisis leadership. Employees need to feel that their leader is steady under pressure and that there is a clear plan moving forward.

An average leader may have good intentions but struggle to balance optimism and realism during a crisis. Liz Wiseman describes the Protector leader as someone who tries too hard to shield employees from challenges. While this may seem like a way to reduce stress, it can create uncertainty because employees sense that something is wrong but are not given enough information to understand the situation. Leaders must recognize that transparency fosters trust, even in difficult moments.

A bad leader either panics, shifts blame, or avoids making decisions, leaving the team directionless. Morten Hansen has warned that leaders who fail to adapt during crises lose credibility and trust. In times of uncertainty, employees look to their leaders for guidance. When leaders appear unsure or reactive, it creates additional stress and confusion.

-> Reflection: Do you provide clarity during challenges, or do you create more uncertainty?

Recognition & Motivation: Do You Inspire or Overlook Success?

A leader’s ability to acknowledge and celebrate achievements has a direct impact on team morale. Good leaders understand that recognizing hard work reinforces motivation and encourages employees to continue performing at their best. Simon Sinek has emphasized that leaders who build trust and empower their teams create long-term success. Genuine recognition helps employees feel valued and invested in their work.

An average leader may appreciate their team’s efforts but move on too quickly to the next challenge. Juliet Funt has highlighted the importance of pausing to celebrate wins, ensuring that employees feel their contributions are acknowledged before focusing on the next goal.

A bad leader fails to recognize accomplishments or takes credit for the team’s work. Brené Brown has stressed that leaders must practice appreciation and vulnerability, rather than simply exerting authority.

-> Reflection: Do you recognize and celebrate your team’s successes, or do you disregard them and move to new things too fast?

Leadership is a journey. The best leaders learn, adapt, and improve over time. So, where do you fall on the spectrum, and what are your next steps?

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