‘Keep it simple’ to be an effective leader, study says

A new global study has indicated that the essence of effective leadership may be more straightforward than previously assumed, suggesting a need to reassess and challenge traditional leadership frameworks.

A recent global leadership study conducted by researchers from Monash University in collaboration with various international institutions has revealed that the fundamental principle of effective leadership is to “keep it simple”.

The findings indicated that successful and effective leadership is not best attained through “adopting trend-driven leadership frameworks”, which are frequently regarded as standard practice.

Instead, the research suggests that effective leadership is rooted in the development of “strong leader-follower relationships, offering a simpler, more actionable path for leaders and organisations”.

The study, published in the Journal of Management Studies, has been acknowledged as “one of the most comprehensive investigations to date of leadership style effectiveness and redundancy”, as it evaluates 12 “dominant leadership measures” across 4,000 participants from five countries.

Associate Professor Nathan Eva, from the department of management at Monash Business School, noted that the study exposed “substantial overlap” among several popular leadership styles, including transformation, authentic and ethical leadership, thus questioning the need for these “fragmented style-specific frameworks”.

“Our research demonstrates that leadership effectiveness is less about adopting a complex array of specific styles and more about fostering behaviours that build strong relationships with your team members,” Eva said.

“Our findings show that follower perceptions and affect toward their leader play a central role in determining leadership effectiveness. Leadership is as much about relationships as it is about behaviours.

“Rather than chasing the latest trend, organisations should focus on strengthening leaders’ existing behaviours that align with the organisations’ values and strategic goals. This approach not only simplifies leadership development but also ensures more consistent and meaningful outcomes.”

The research also advocated for a re-evaluation of how organisations, leaders, and leadership consultants approach leadership development.

For organisations, the study recommends focusing on “building leadership behaviours that align with organisational values rather than adopting trend-driven styles”. Leaders were encouraged to “build strong relationships with team members … to enhance team and organisational outcomes”. Additionally, the study advised leadership consultants to “simplify programs to focus on a small set of universal behaviours that drive measurable success”.

Associate Professor Joshua Howard, co-author of the study, reinforced the necessity for leadership researchers and practitioners to “rethink leadership training and measures” to ensure they are straightforward and focused on essential behaviours.

“By focusing on the behaviours that matter, we can reduce complexity, improve outcomes, and foster more inclusive and resilient workplaces.

“This work pushes the field toward clarity and consolidation, ensuring leadership research and practice are more aligned and impactful,” Howard said.