When senior team members clash in leadership styles, shifting perspective can make all the difference. Encourage them to step back and view the situation from a neutral angle—what’s really happening here? Create a space where they can share their approaches and listen to each other’s views. As a coach/facilitator we can help them see the strengths in both styles and explore how they might complement each other instead of competing. It’s about aligning on shared goals rather than proving who’s right. With a bit of empathy and understanding, tension can turn into collaboration. Sometimes, seeing things from another angle changes everything.

When two senior team members butt heads over leadership styles, I start by getting them to openly discuss their differences—no interruptions, just honest, respectful dialogue. Next, I highlight where their methods overlap or complement each other. Maybe one excels at strategic vision while the other is a pro at execution. By showing them how their strengths can form a powerful combo, they’re more likely to see value in the other’s approach. If needed, we set ground rules for collaboration and mutual feedback. In the end, it’s about transforming tension into a partnership built on trust. “Different tunes can make great harmony.”

Approaching a conflict between senior team members with clashing leadership styles requires an unconventional approach that leverages emotional intelligence, systemic thinking, and a focus on shared goals. Below I’d like to focus on shared visioning: Conflict often stems from competing priorities. Aligning both leaders around a shared vision can reduce friction and shift focus outward. • Use storytelling techniques (Denning, 2011) to have each leader articulate their vision for the organization. • Facilitate the synthesis of these visions into a unified leadership goal. Highlight the competitive advantage of dual leadership styles working in harmony. Position their collaboration as a “winning formula” for achieving organizational goals.

Senior leaders—that means those with a decade or more of leadership experience—typically have established ways of performing. The interesting thing is that Gallup has found out that leaders can perform in a myriad of styles that are all ethical but often radically different. It's extremely helpful to reframe these differences as strengths and, secondly, to understand that what often feels like a personal attack is just a way of them adding value. In most cases, we can assume that our senior peer wants to do good, not harm. And when we then sit together to norm and understand why someone behaves in a certain way, it can be an eye-opening experience.

Start by bringing both leaders together for an open discussion about their styles and goals. Focus on finding common ground and aligning their approaches to the team's overall objectives. Clear communication and setting boundaries can help bridge the gap. It’s all about collaboration, not competition!

Instead of diving into the conflict, I find it useful to redirect the conversation to what they’re both trying to achieve (going from what's wrong to what's possible). An additional approach is to bring forth how their styles complement each other. For example, if one is detail-focused and the other is big-picture, I help them explore how those strengths together create better results.

Navigating conflicting leadership styles between two senior team members starts with fostering open communication and mutual understanding. Facilitate a neutral conversation where both can express their perspectives and concerns, highlighting shared goals and the value of collaboration. Encourage each leader to focus on what they can shift in their approach without expecting the other to change first. Use coaching techniques to help them identify complementary strengths and adapt their styles to align with team objectives. Emphasize the bigger picture and regularly check in to ensure alignment. Turning differences into opportunities for growth strengthens the team’s leadership dynamic.

As a coach, I approach the conflicting leadership approaches of senior team members by ensuring the following two things 1. Highlighting the underlying needs of different team members, thereby establishing the need for flexibility/ adaptability in leadership approach. 2. Facilitating self-reflection on their leadership, in order to identify the strengths/ weaknesses, and understand the gap areas towards building a composite leadership approach.

In my understanding, when dealing with conflict, most important thing to check is alignment on objective that both parties are trying to achieve. Once in sync, we need to have a clear-open-unbiased discussion with the established Objective as the anchor point. The Leaders can then talk their views out in an open transparent - candid manner. As a Coach facilitating the conversation my constant nudge & invitation to the leaders to continue to focus on the Objective & create an unbiased view on each others' perspectives. 'Leaders' need to rise above personal biases and align themselves to larger purpose and act without EGO or Marriage to personal opinions. Flexibility & Openness to each others' views will always Help them SHINE even further

Perhaps the point here is to understand what is above the leadership styles under discussion. Let's understand one thing: choosing a leadership style should be something that facilitates the achievement of goals, that allows the company's vision to be experienced in a more relaxed way. If there is a conflict between senior leaders about leadership style, it is certain that both are not looking out for their egos and not for the team or the value to be generated. Adjust the egos, calm the lions, bring the real purpose to the table. The exercise is always the same; what causes the EGO pain is the impression that values are being disrespected.