I’ve known a few different types of leaders in several scenarios. There is a need for all types, depending on circumstances. However, some wear harder on the teams and the leaders themselves.
The first kind of leader is the ‘stand on a hill and shout orders’. In certain combat situations, this is optimal. There is no time for questions or delay - those could mean failure or death. This is also known as ‘The Iron Hand’. In a business environment this is rarely needed. I would use it for a short time if there is extreme disorganization on taking over a team and what I would deem as open rebellion. That’s not a place I would like to work.
Somewhat related is the ‘micromanager’. It’s usually not quite as confrontational but it is stressful for those being managed. This is useful (short term) if someone is new at a job or they are not communicating well. Usually the source for this is the lack of communication or mistrust. If you want to stop being micromanaged my go to strategy is to over communicate. Ask permission for everything. A little time of this and most micromanagers will back off. If you want to teach a complex job, micromanagement is a good place to start - just don’t call it that. Also, phase out of this technique as soon as you can.
I prefer a different technique if you can get to it (not always possible). I like to start with the assumption that people on the team are competent and motivated until they show otherwise. Work out the goals for each team member, make sure they have the right tools and then let them do their job. Get a regular status update, ask questions, escalate things for them when needed. Make sure everyone knows what your team is doing. Their success is the teams success but call each member out publicly for their good work.
Push the team members if you can. By that I mean give them opportunities above their level. Encourage them to run meetings and make decisions. Give them feedback to improve (privately) and most importantly GIVE THEM RUNWAY TO FAIL. Failure teaches us. Most failures don’t ruin things forever and can be recovered. If something is vital then be careful about the opportunities you give. In those cases bring them on as an assistant on running something to expose them to it.
“What about when someone just isn’t cutting it?”
That usually comes down to one of two things:
Lack of skill
Lack of motivation
Lack of skill is the easy one. Train them. If you don’t have the resources to train them then you either changed the role they are in or hired the wrong person (or inherited the wrong person). If you can’t train them or don’t have the resources to train them then you need to look at less desireable options (replacement (not fun) or bringing on new resources (bad for bottom line).
Lack of motivation is more difficult. Talk to them (privately) and hopefully you will get honest answers. It could be a personal issue, a health issue, an ‘I’m almost at retirement’ issue or even a conflict with a coworker (even you). If you have the time and resources, help them. If it is a ‘I just don’t care’ attitude then that is a harsher discussion that may involve HR. Team conflicts are difficult but not insurmountable (not getting into it here, sounds like a whole post on its own).
In the cases where someone isn’t cutting it the most important thing is DO SOMETHING. If you ignore it, you will lose good members of your team and the lack of motivation may become contagious.
Your team is not a family. They are a group of people you spend a huge amount of your time with and it’s better if it is a place they don’t hate going to. People have jobs to make money and spend that money and time on things and people they care about. Sometimes, if people are lucky, they get jobs doing something they love and deeply care about. Your job is to get the most out of your team to make a profit for your company. That becomes much easier if you can create an environment that people can enjoy at least a little, doing cool things and getting credit for them and succeeding as a team.
Power is not swinging a hammer and screaming. It’s not threatening to fire everyone on your team. Those are things you can do. Power is building a team that can take on anything while having each others backs.