Becoming a successful and authentic leader

Key principles of situational and transformational leadership

The role of a manager has many different facets. Unlike rank-and-file employees, who are primarily responsible for their own contribution to an organisation’s performance, managers face the task of motivating others to make a fair and valuable contribution to company performance. To succeed in this task, managers may have to use different styles of leadership for different contexts and personality types. Experienced, professional leaders know how to apply the right style of leadership in each situation – a skill we refer to as situational leadership.

The aim is to motivate employees not only to do a good job, but to really give their best – and that cannot be achieved with a one-size-fits-all style of leadership. A good manager will take individual personalities into accounts. By bringing their own inspiration to the fore and passionately striving to develop their employees, managers can help employees surpass themselves, both as individuals and as a team. This ability is known as transformational leadership.

In this online training, participants will learn more about both situational and transformational leadership skills.


We offer this training in two online formats:

  • Compact Training, 2 x 4 hours, 4-12 participants
  • DeepDive, 4-5 x 4 hours, 4-12 participants

Learning goals for participants:

  • To reflect on the complex roles managers play. Participants will explore how leadership means weighing up the different things people expect from them as a manager and making decisions.
  • To learn to identify which style of leadership is most likely to be successful in each situation and to develop the ability to flexibly apply different styles of leadership depending on each situation.
  • To reflect on your own motivation and the personal resources you use to inspire employees, communicate meaning and foster a positive team spirit.
  • Participants will receive constructive feedback from both the trainer and their colleagues.


  • The role of managers exemplified by Fischer-Epe’s model of the “inner management team”
  • Situational leadership according to Hersey & Blanchard – theory and practical examples
  • Delegating, motivating and following up tasks using methods that work best for employees
  • Effective and constructive feedback on people’s achievements and behaviour
  • Opportunities for employee development: training, communicating meaning, coaching
  • Theory and practice of motivation: D. McClelland, D. Pink
  • What people need to perform at their personal best
  • Transformational leadership based on models by Avolio and Bass
  • The four I’s of transformational leadership
  • Facets of authenticity in leadership

Training methods:

  • Dynamic transitions between online and offline phases
  • Inspiring theoretical input and models that bring learning to life
  • Discussions and exercises in breakout groups
  • Pairwork: interviewing a partner on the phone while taking a walk
  • Time to yourself: checklists and questions to reflect on
  • Roleplay/simulations and exercises based on situations from participants’ day-to-day work
  • Personalised advice and individual feedback from the trainer and colleagues