The Commanding Leadership Style: When Directive Leadership
Drives Results
“Do what I tell you.” In our modern business world, these words might sound harsh or outdated. Yet when Captain Chesley “Sully” Sullenberger faced engine failure on US Airways Flight 1549, democratic consultation wasn’t an option. His commanding leadership—clear, decisive, and uncompromising—saved 155 lives through the “Miracle on the Hudson.”
The commanding leadership style (also known as coercive leadership) is perhaps the most misunderstood of Daniel Goleman’s six approaches. Often dismissed as authoritarian or old-fashioned, commanding leadership actually serves crucial functions when used appropriately. The key lies in understanding when this style is necessary and how to implement it without damaging team morale.
Understanding Commanding Leadership
Commanding leaders demand immediate compliance through clear direction and close supervision. They make decisions quickly, communicate expectations explicitly, and monitor performance closely. This style relies on legitimate authority and, when necessary, there are consequences for non-compliance.
The commanding approach draws on self-confidence, achievement drive, and initiative, all emotional intelligence competencies that enable decisive action under pressure. Commanding leaders must believe in their decisions strongly enough to enforce them, even when facing resistance.
This style works by providing clarity and structure in situations where ambiguity could be counterproductive. It’s the leadership equivalent of emergency protocols—sometimes you need someone to take charge and direct action.
When to Use Commanding Leadership
The commanding style proves most effective in specific, well-defined situations:
During Crisis Situations: When immediate action is required and there’s no time for consultation, commanding leadership provides the decisive direction necessary to navigate emergencies effectively.
With Underperforming Teams: When previous approaches haven’t improved performance and clear standards haven’t been met, commanding leadership establishes non-negotiable expectations and consequences.
When Dealing with Problem Employees: Individuals who consistently ignore direction, violate policies, or disrupt team dynamics may require the firm boundaries that commanding leadership provides.
In Highly Regulated Environments: Industries with strict compliance requirements—healthcare, aviation, financial services—sometimes demand commanding approaches to ensure safety and regulatory adherence.
When Leading Inexperienced Teams: New employees or teams lacking basic competencies may need explicit direction and close supervision until they develop necessary skills.
During Urgent Turnarounds: When organisations face existential threats, commanding leadership can provide the focused direction needed to implement rapid changes.
In Military or Emergency Services: Hierarchical organisations dealing with life-and-death situations require commanding leadership as a foundational approach.
What Commanding Leadership Looks Like in Practice
Rebecca, a Plant Manager at a manufacturing facility, demonstrates effective commanding leadership during a safety incident. When equipment malfunction created potential hazards, she immediately took control: “Stop all operations on Line 3. Everyone evacuate to the designated area. Safety team, implement lockout procedures now.”
Her commands were clear, specific, and non-negotiable. She didn’t seek input or explain her reasoning in the moment—there would be time for that later. Once the immediate danger passed, Rebecca switched to other leadership styles, but her commanding approach likely prevented serious injuries.
Later, when dealing with an employee who repeatedly violated safety protocols despite coaching and warnings, Rebecca again used commanding leadership: “This behaviour is unacceptable and will not continue. You will complete additional safety training this week and work under direct supervision for the next month. Any further violations will result in termination.”
The Emotional Intelligence Foundation
Commanding leadership requires specific emotional intelligence competencies:
Self-Confidence: You must believe in your decisions strongly enough to enforce them, especially when facing resistance or criticism.
Achievement Drive: Commanding leaders focus intensely on results and standards, maintaining high expectations even under pressure.
Initiative: Taking charge requires willingness to act decisively, often without complete information or universal support.
Emotional Self-Control: Managing your own emotions whilst directing others prevents commanding leadership from becoming abusive or counterproductive.
Common Pitfalls and How to Avoid Them
Several traps can undermine commanding leadership effectiveness:
Overusing the Style: Commanding leadership should be temporary and situational. Leaders who rely on it exclusively create toxic cultures and stifle innovation.
Failing to Explain Later: Whilst commanding situations don’t allow for discussion, effective leaders explain their reasoning afterwards to maintain trust and learning.
Using It When Other Styles Would Work: Don’t default to commanding leadership simply because it feels powerful or gets immediate results. Consider whether other approaches might be more appropriate.
Becoming Emotionally Volatile: Commanding leadership requires calm authority, not emotional outbursts. Anger or frustration undermines your credibility and effectiveness.
Ignoring Individual Needs: Even when being directive, effective commanding leaders remain aware of how their approach affects different team members.
Developing Your Commanding Leadership Capabilities
If commanding leadership feels uncomfortable, consider these development approaches:
Build Confidence in Your Expertise: Commanding leadership requires believing in your decisions. Ensure you have the knowledge and experience necessary to make tough calls.
Practice Clear Communication: Develop your ability to give precise, unambiguous directions. Practice explaining what, when, and how without extensive justification.
Learn to Make Quick Decisions: Commanding situations often require rapid choices with incomplete information. Practice decision-making frameworks that help you act decisively.
Study Crisis Management: Understand how effective leaders handle emergencies, turnarounds, and high-pressure situations.
Prepare for Difficult Conversations: Practice addressing performance issues, policy violations, and other challenging situations that may require commanding approaches.
The Business Case for Commanding Leadership
Research shows that whilst commanding leadership generally has negative effects on organisational climate, it proves essential in specific circumstances:
Crisis Management: During emergencies, commanding leadership provides the clear direction necessary for effective response.
Performance Turnarounds: When teams or individuals consistently underperform, commanding leadership can establish the accountability necessary for improvement.
Safety and Compliance: In environments where mistakes have serious consequences, commanding leadership ensures adherence to critical protocols.
Change Implementation: Sometimes organisational changes require non-negotiable implementation, regardless of individual preferences.
Balancing Commanding Leadership with Other Styles
The key to effective commanding leadership lies in knowing when to use it and when to transition to other approaches:
- Use visionary leadership to provide context after commanding situations
- Apply coaching methods to help people understand and learn from commanding interventions
- Employ affiliative styles to repair relationships after necessary but difficult commanding decisions
- Utilise democratic approaches when the immediate crisis has passed and input becomes valuable again
Minimising Negative Impact
Since commanding leadership can damage morale and relationships, effective leaders take steps to minimise negative consequences:
Explain the Context: Help people understand why commanding leadership was necessary and how it served everyone’s interests.
Return to Collaborative Styles: Transition back to more participative approaches as soon as the situation allows.
Check for Relationship Damage: Address any negative effects on team dynamics or individual relationships.
Learn from the Experience: Reflect on what led to the need for commanding leadership and how similar situations might be prevented or handled differently.
Our executive coaching programmes help leaders develop commanding capabilities alongside other leadership styles whilst understanding when and how to use each approach effectively.
Making It Work for You
Commanding leadership isn’t about being authoritarian or controlling—it’s about providing clear direction when situations demand decisive action. The most effective commanding leaders use this style reluctantly and temporarily, returning to more collaborative approaches as soon as possible.
Remember that commanding leadership is a tool, not a personality trait. Even naturally collaborative leaders sometimes need to take charge and direct action when circumstances require it.
Conclusion
The commanding leadership style serves essential functions in specific situations, despite its generally negative impact on organisational climate. When facing crises, dealing with persistent performance issues, or operating in high-risk environments, commanding leadership provides the decisive direction necessary for effectiveness and safety.
The key to success lies in using this style judiciously—recognising when it’s truly necessary, implementing it effectively, and transitioning back to more collaborative approaches as soon as the situation permits.
Whether you’re managing a crisis, addressing performance problems, or ensuring compliance in high-stakes environments, understanding when and how to use commanding leadership will make you a more complete and effective leader.
Curious which leadership style comes most naturally to you? Take our free Leadership Style Assessment to discover your strengths—and how to lead with more impact.
