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Keep shoppingLeadership Styles: Situational, Servant and Authentic [EN]
2,805 students
Leadership Styles: Situational, Servant and Authentic [EN]
leadership styles | situational leadership | servant leadership | transformational leadership | mbti disc | mentoring
Last updated 5/2025
English
English [Auto],
What you'll learn
- Choose a leadership style for the person in front of you rather than for yourself
- Switch style deliberately when the situation changes, and explain why
- Read personality type from a conversation, without asking anyone to take a test
- Use MBTI, DISC, PAEI, Belbin, Hogan and Big Five for what each is actually good for
- Notice your own reaction before it becomes the decision
- Apply Motivation 3.0 instead of incentives that stopped working
- Run a mentoring relationship properly: matching, first meeting, boundaries, ending
- Teach all of this to the managers who report to you
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
14 sections • 40 lectures • 20h 15m total length
Requirements
- A team, or at least one person whose work you are responsible for
- No prior leadership training required. The style model is built from zero
- Willingness to take a personality assessment on yourself during the course
- English at intermediate level or above, since all lessons are in English
- Honesty about which style you default to when you are under pressure
Description
This course contains the use of artificial intelligence.
Leadership styles are usually taught as a list of six names. People read it, pick the one that sounds most like them, and then apply it to everybody equally.
Why one style stops working
It works fine until the team changes. A style that suits a confident senior specialist lands as neglect on someone new, and the style that steadies a new joiner reads as micromanagement to the specialist. Both people conclude the manager is bad at their job, and the manager concludes the team is difficult. I ran a team like that for a year, defaulting to the same approach because it had worked before, and it took a very direct piece of feedback to notice.
What this course actually covers
Six blocks. First, the style model itself: what each style does, how to choose one for a specific person, and when to switch. Second, personality typologies — MBTI, DISC, PAEI, Belbin, Hogan, Big Five — because choosing a style for the person requires reading the person, including without a test. Third, emotional intelligence, which is what makes an authentic style possible rather than performed. Fourth, motivation: the twelve engagement factors, why incentives stop working, and what Motivation 3.0 replaced them with. Fifth, mentoring as a distinct leadership mode: matching, the first meeting, boundaries, and ending the relationship properly. Sixth, eight lessons on teaching all of this to the managers below you.
A note on two of the blocks
Fourteen of the forty lessons sit inside a people-management frame — motivation across an organisation, and developing managers as a programme. That is the level where a style stops being your personal manner and becomes something a whole layer of managers copies. If you lead one team, those blocks still apply directly; if you lead leaders, they are the reason the course goes there at all.
Who is teaching this
I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 40 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: the style model, six personality frameworks compared, the twelve engagement factors, the mentoring cycle, the manager development programme
Assessments you take on yourself rather than read about
Where to start
Think of the two people on your team you find easiest and hardest to manage, and write down what you do differently with each. If the honest answer is nothing, that gap is the entire course. Enrol now and start today.
Who this course is for:
- Managers who lead everyone the same way and get different results each time
- New leaders working out what kind of leader they want to be
- Experienced managers whose usual approach stopped working on a new team
- Leaders of leaders who now have to develop other managers
- Specialists about to take a first team and unsure where to start
- Anyone who has been told they are too soft, then too harsh, by different people
- Leaders whose engagement scores fell and who cannot see why